Second act underwritten by the first

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe the company as having TWO DISTINCT ENGINES AT DIFFERENT STAGES OF LIFE — an established, durable part of the business that reliably produces cash or profit today, and a separate newer effort that this established part is FUNDING — and does management convey that the newer effort, not the established one, is where the company's future value is expected to come from? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent posture with both halves present as a present-tense reality: (1) A DEPENDABLE BASE THAT PAYS THE BILLS. Management points to an existing, working part of the company — a mature product line, legacy franchise, installed base, service or maintenance stream, royalty or contract income, operating property, a steady segment or geography — and treats it as the reliable source of the company's current cash, profit, or stability. Management need not call it "mature"; what matters is that the business is presented as already working, self-sustaining, and something the company can lean on rather than something it is fighting to fix. (2) THAT BASE IS DELIBERATELY BANKROLLING A YOUNGER EFFORT MANAGEMENT TREATS AS THE REAL FUTURE. Management describes redirecting the base's cash, capacity, people, facilities, customer access, or credibility into a distinctly newer undertaking — a new product generation, new technology, new market or customer type, new format, new segment, or newly built capability — and conveys, directly or in substance, that this newer thing is where the company is placing its ambition: that it is being funded internally rather than by outside capital, that the base exists in part to pay for it, and that what the company becomes depends on the newer effort rather than on the base. The newer effort should be genuinely under way — real resources already flowing into it, with something to show for it in current activity — even if it is still small relative to the base. The essence is ONE phenomenon: a self-financed second act. An operator who does not need the market's permission or money is quietly using a proven cash engine to build the next one, so the company's reported present and its intended future are two different businesses. Answer NO if the company has only one business story — however strong, growing, or ambitious — with no separate younger effort being carried by an older one. NO if the newer effort is funded chiefly by outside money the company has raised or is seeking, rather than by the company's own operating base. NO if the "new" thing is a routine product refresh, ordinary line extension, or normal annual innovation within the same business rather than a distinctly different engine. NO if the newer effort is only planned, contemplated, at concept stage, or given passing mention, with no real resources yet committed. NO if the established base is described as declining in a way management is scrambling to arrest, or if the call is chiefly about fixing, defending, or restructuring the core rather than harvesting it. NO if management describes diversification, acquisitions, or multiple segments without conveying that one is funding another or that the newer one carries the company's future. NO if the framing appears only in an analyst's question or characterization that management does not itself adopt. Use only the supplied transcript. Answer only YES or NO.