Structurally undersized shop with one oversized customer relationship it is now scaling into

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management make clear that the company's fortunes are DOMINATED BY A SMALL NUMBER OF UNUSUALLY LARGE COUNTERPARTIES OR SINGLE UNDERTAKINGS relative to the company's own size — and that at least one of those relationships or undertakings is CURRENTLY BEING SCALED UP, EXPANDED, OR MOVED INTO A BIGGER PHASE, in a way management treats as capable of resetting the size of the whole company? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent situation with both halves present as a present-tense reality: (1) CONCENTRATION IS THE DEFINING FACT OF THE BUSINESS. Management speaks about the company's results, capacity, or outlook in terms of a handful of specific counterparties or undertakings rather than in terms of broad markets and aggregate demand — for example, discussing one or two customers, partners, licensees, tenants, payers, distributors, or sponsors by name or by clear reference and explaining how much of the company's activity depends on them; framing the quarter around a single program, contract, project, facility, asset, product, vessel, mine, site, or trial; acknowledging that one relationship is a very large share of revenue, backlog, capacity, or pipeline; or answering analysts' questions primarily by discussing the status of a specific named engagement rather than aggregate demand trends. Concentration may be presented by management as a strength, a risk, or simply as an accepted fact of how the company operates. (2) THE BIG RELATIONSHIP OR UNDERTAKING IS EXPANDING RIGHT NOW. Management describes that this outsized relationship or undertaking has recently gotten larger or is in the process of getting larger — moving from an initial to a broader phase, adding scope, sites, products, volume, territories, or years; the counterparty deepening its commitment; the project advancing from one stage to a materially bigger next stage; the company being asked to do more for the same counterparty than it was doing before — and management conveys, directly or in substance, that what this one relationship or undertaking becomes will substantially determine what the company becomes, because it is large relative to everything else the company does. The essence is ONE phenomenon: a company whose economics are levered to very few things, where one of those few things is visibly getting bigger now. The counterparty, the undertaking, and the mechanism of expansion may vary widely across industries. Answer NO if the company's results are described in terms of many customers, broad end markets, diversified segments, or aggregate demand, however strong — a diversified business is not this phenomenon. NO if concentration is mentioned only as a boilerplate risk factor or a passing statistic with no discussion of what is happening inside those relationships. NO if the dominant relationship is flat, shrinking, ending, at risk, being renegotiated downward, or being deliberately diversified away from. NO if the expansion is only hoped for, proposed, under negotiation, or contingent on a decision that has not been made. NO if the large undertaking is described as routine repeat business of the same size and scope as before. NO if the company is large and the "big" relationship is nonetheless a small share of its total activity. NO if the idea appears only in an analyst's question or characterization that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.