The model has already flipped

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management convey that the company has ALREADY CROSSED INTO OPERATING UNDER A NEW ECONOMIC LOGIC — that the way the business now wins, earns, or grows has fundamentally changed from how it used to work — while the reported results still partly reflect the old way, so that the numbers just published are a mixture of two different businesses and understate what the company has already become? 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) THE WAY THE BUSINESS WORKS HAS ALREADY CHANGED. Management describes that the mechanism by which the company creates value has genuinely shifted and that this shift is already in effect in current operations — not planned, not piloted, not a vision. The change may take many forms and any genuine version counts: the company now earns from usage, outcomes, renewals, or installed relationships rather than from winning each transaction anew; the product or technology generation that will define the company has already replaced the old one in what customers are actually buying; the company now monetizes something it used to give away, or captures value at a different point in the chain than it used to; the business has moved from selling things to operating them, from building to owning, from one-time delivery to ongoing participation in the customer's results; the growth engine has changed from adding customers to deepening them, from volume to value, from acquisition to expansion; or the unit of the business that matters has changed and the new one is already how the company operates. What matters is that management describes the new logic as how the company ALREADY works, grounded in what is actually happening now. (2) THE PUBLISHED NUMBERS LAG THE CHANGE. Management conveys — directly or plainly in substance — that the results just reported still carry the weight of the old model: the old business is still in the numbers, declining or diluting; the new logic's contribution is still small relative to what it is becoming; the economics of the new way are visible in recent cohorts, newer business, or current activity but not yet in the consolidated figures; or management explicitly cautions that the reported totals do not yet show the business the company has already built. The essence is a management team telling investors: the scoreboard you are looking at is measuring the company we were, not the company we now are. Answer NO if the call is ordinary strong-quarter storytelling with no claim that the business's way of creating value has changed. NO if the change described is a routine product refresh, a normal line extension, ordinary mix improvement, or incremental progress within the same economic model. NO if the new logic is only planned, being tested, launching soon, or described as a future direction rather than as already how the company operates. NO if management describes the change but conveys no sense that the reported results lag or understate it — for example if the new model is already fully reflected in the numbers. NO if the only contrast is between a bad quarter and a good quarter, or between this year and last year, within an unchanged business. NO if the framing is generic transformation, digital, or journey boilerplate without a concrete description of what is economically different now. 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.