Unit economics disclosed

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management walk investors through the ECONOMICS OF ONE UNIT of the business — a single customer, cohort, store, site, well, vessel, machine, clinic, route, contract, project, or comparable repeatable building block — and convey that the return on each such unit has recently IMPROVED MATERIALLY versus what the company used to achieve, so that every additional unit the company adds from here is worth meaningfully more than the ones already in place? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent disclosure: management steps down from company-level totals to the repeating unit and describes what it costs to acquire or build that unit, what it produces or earns, how long it takes to pay back, or how long it keeps producing — AND indicates that this per-unit math has gotten better recently, is better for newer units than older ones, or has improved to a level management treats as a changed fact about the business rather than normal quarterly variation. The improvement may come from any direction: cheaper to acquire or build, faster to ramp, more revenue or output per unit, longer-lived, more repeat business per unit, lower cost to serve, better utilization, or a newer vintage/cohort outperforming earlier ones. What matters is that management is (a) reasoning at the level of the individual repeatable unit rather than the consolidated income statement, and (b) telling investors that the economics of that unit have stepped up, so growth from here compounds on better terms. Answer NO if management discusses only company-level results, growth, profitability, or efficiency without descending to the economics of a single repeating unit. NO if per-unit figures are mentioned only as static description or routine reporting with no sense that the underlying economics have improved. NO if the per-unit picture is deteriorating, or improvement is only targeted, modeled, or expected in the future rather than already being seen in real units. NO if the only "unit" discussion is a one-off project or a single flagship customer with no sense of a repeatable building block. NO if the improvement described is purely an accounting, mix, or reporting-definition change rather than a real change in what each unit costs and produces. NO if the idea appears only in an analyst's question or model that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.