Room to run: management says the company can multiply inside demand it already holds, with no gate named

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management convey that the company could become several times its current size WITHOUT needing anything outside its control to change — that is, does management describe the path to a much larger company as running through things the company already has and can already act on (customers, accounts, sites, or relationships it already serves but penetrates only lightly; capacity, capability, approvals, or channels it already holds but uses only partly; markets it is already inside but has barely converted), AND does management treat this headroom as the central fact about the company's future rather than as background color? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent posture with both halves present: (1) THE HEADROOM IS REAL, SPECIFIC, AND ALREADY OWNED. Management points to identifiable room to grow that exists today inside the company's own footprint — for example: the customers or accounts it already serves buy far more of this kind of thing elsewhere than from it; it is present in only a fraction of the locations, sites, departments, or situations it is already qualified, approved, or able to serve; its existing capacity, network, base, or platform could carry far more volume than currently runs through it; or the relationships and positions it has already won give it access to far more business than it currently takes. The headroom must be described as something the company already possesses access to, not something it must first acquire, invent, or get permission for. (2) MANAGEMENT FRAMES MULTIPLICATION, NOT IMPROVEMENT. Management conveys, directly or plainly in substance, that this headroom is what the company's future is made of — that the company is small relative to what it can already reach, that filling even part of the gap would make the company a multiple of its current size, and that nothing fundamental stands between the company and that outcome except its own execution over time. Management should ground this in what it can already see and do, not in hoped-for market growth, a pending decision by someone else, or a future invention. Answer NO if the growth story depends chiefly on something not yet in hand — a market that must emerge, an approval or decision still pending, a product still being developed, financing still being sought, or demand that must first appear. NO if the headroom described is a generic total-addressable-market statistic or vision language with no sense that the company already holds access to the room it describes. NO if the company is already large relative to the opportunity it describes, so there is no multiplication ahead. NO if management merely reports strong current demand or a good quarter without framing how small the company is against what it can already reach. 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.