Nobody is coming: management describes a market it must build itself, and the first buyers have started paying

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe the company as CREATING A MARKET THAT DOES NOT YET PROPERLY EXIST — that is, does management convey that the main obstacle in front of the business is not competition or price but the fact that the buyers themselves must first be TAUGHT, CONVERTED, QUALIFIED, OR HAVE THEIR OWN HABITS AND SYSTEMS CHANGED before they can buy at all — AND does management report that this conversion work has now begun to succeed with real paying buyers in the recent period? 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 COMPANY IS DOING MARKET-CREATION WORK, NOT MARKET-SHARE WORK. Management describes effort spent on getting the world ready to buy, rather than on beating rivals for demand that already exists. Any genuine expression of this counts, and the form varies widely across industries — for example: management explaining that customers must be educated on a category, method, material, or approach they do not yet understand or trust; that buyers have to change an entrenched practice, workflow, standard, specification, protocol, or supply arrangement in order to adopt; that the company is spending its time training, certifying, demonstrating, running side-by-side comparisons, or working through customers' internal validation, testing, trial, or approval processes; that adoption is slow because decision-makers have never bought anything like this and there is no existing budget line, reimbursement path, permitting route, or procurement category for it; that the company is having to build the surrounding conditions of its own market — installers, prescribers, applicators, inspectors, dealers, code acceptance, industry awareness, or downstream capability — before volume can flow; or that the company's chief competitor is inertia, the status quo, or "the way it has always been done" rather than another vendor. Management should convey that this conversion problem, rather than winning a competitive bid, is what actually governs how fast the business grows. (2) THE CONVERSION IS NOW ACTUALLY WORKING, WITH MONEY BEHIND IT. Management points to concrete evidence from the recent period that the resistance is giving way and buyers are crossing over: converts who have moved from the old way to the company's way and are now purchasing; customers who completed their evaluation, testing, or internal approval and have begun ordering; adoption spreading from the earliest believers to more conventional or larger buyers; practices, specifications, or standards beginning to be written the company's way; or the pace of conversions picking up relative to what the company used to achieve. The evidence must be present-tense and paid — real orders, customers, deployments, or usage happening now — not merely interest, education efforts underway, or a large market management believes exists. The essence is ONE phenomenon: a company whose growth is gated by how fast it can change other people's minds and habits, which has just started to win that argument at scale. The industry, the entrenched habit being displaced, and the form of the conversion may vary widely. Answer NO if the company competes for demand that plainly already exists — bidding, winning share, out-selling rivals, or serving an established buying pattern — however well it is doing. NO if management merely asserts a large addressable market, a superior product, or that customers "just need to see it," without describing an adoption barrier of habit, understanding, qualification, or established practice that must be overcome first. NO if the education, trialing, or qualification work is described with nothing yet converting into paying business — pilots without orders, interest without commitment, a market being "developed" with no crossings to point to. NO if the conversion described is chiefly the company's own customers upgrading to its newer product generation rather than outsiders changing their existing practice. NO if the barrier described is purely a pending external approval or a single regulatory gate with no buyer-behavior change involved. NO if management is chiefly explaining that adoption has stalled, slowed, or proven harder than expected with no recent progress. 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.