Pricing power just discovered

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management convey that the company has discovered it has MORE PRICING POWER THAN IT HAS BEEN USING — that what it sells has been underpriced relative to the value customers get from it — and that the company is ALREADY charging more (or already capturing more of that value) with customers accepting it rather than pushing back or leaving? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent situation with both halves present as a current reality: (1) A REALIZATION OF UNDER-MONETIZATION. Management indicates that the company has been leaving money on the table relative to the value it delivers — for example, saying its prices have been too low, below what the market will bear, or below competitors; that it had historically underpriced to win business, land accounts, or build the installed base; that customers' own savings, returns, output, or outcomes from using the product dwarf what the company charges; that the company had not been charging for things it gives away; that legacy contracts, old rate cards, or grandfathered pricing sit well below current levels; or that management now understands its offering to be worth materially more than it has been billing for. (2) MONETIZATION IS ALREADY BEING TAKEN, AND IT IS STICKING. Management describes real, already-executed or currently-executing capture of that value — price increases, uplifts on renewals, repricing of legacy accounts, moving to a higher-value fee basis, charging for previously free elements, tightening discounting, or shifting mix toward better-priced business — AND indicates customers are absorbing it: renewals holding, volumes or retention not deteriorating, little pushback, customers renewing at higher rates, or demand continuing despite the higher price. The essence is ONE phenomenon: an operator who has learned that the value it creates for customers far exceeds what it charges, is now closing that gap, and is finding the market will pay. The form may vary widely across industries. Answer NO if the price increases are described as passing through cost inflation, freight, tariffs, raw materials, wages, or FX — that is cost recovery, not discovered pricing power. NO if pricing is described as an industry-wide or commodity-market move the company merely receives (spot prices, market rates, reimbursement rates set by others) rather than something the company chose to charge. NO if management is chiefly discussing price competition, discounting pressure, having to defend price, or customers trading down. NO if higher pricing is only planned, being studied, or scheduled for a future period with no evidence yet of customer acceptance. NO if management only asserts generically that it "has pricing power," "adds tremendous value," or "will monetize over time" without describing under-monetization being actively closed now. NO if the only evidence of acceptance is management's assurance with no reference to how customers or renewals have actually responded. NO if the idea appears only in an analyst's question that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.