Sold out of itself

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe that the company is CURRENTLY FAILING TO SERVE DEMAND IT ALREADY HAS — that real, identified buyers are being turned away, made to wait, given less than they asked for, or served later than they wanted, because the company itself cannot presently supply them — AND does management describe the company already spending or committing to remove that limit? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent present-tense situation with all three of the following coming through: (1) DEMAND IS ALREADY THERE AND IS GOING UNSERVED. Management describes actual buyers — not prospects, pipeline, forecasts, or market opportunity — whose orders, requests, or needs the company is not fully meeting right now. Any genuine expression of this counts, and the form varies widely across industries: orders or customers declined, deferred, rationed, or put on a waiting list; lead times, wait times, or delivery dates stretched beyond what buyers want; output, capacity, slots, inventory, or availability described as sold out, fully committed, or allocated among buyers; existing customers asking for more than the company can give them; work, projects, installations, cases, or onboardings queued behind the company's ability to perform them; management acknowledging business it is leaving on the table because it cannot take it on. What matters is that the SHORTFALL IS THE COMPANY'S OWN ability to produce, deliver, staff, install, or serve — not a lack of buyers, not weak markets, and not merely a shortage of inputs it purchases with no unserved customers behind it. (2) MANAGEMENT TREATS THE UNSERVED PORTION AS MATERIAL, NOT MARGINAL. Management conveys, directly or plainly in substance, that what it cannot currently serve is significant relative to the business it is reporting — enough that serving it would leave the company visibly larger — rather than ordinary friction, a brief hiccup, or a rounding item. Management may express this by describing how much is waiting, how long the queue is, how much it is turning away, or how much bigger the company would be if it could keep up. (3) THE COMPANY IS ALREADY ACTING TO CLOSE THE GAP. Management describes real steps already underway or already committed to raise what the company can supply — capacity being added, facilities or sites being built or opened, lines or shifts started, people being hired and trained, equipment installed, supply secured, outside capability brought in, systems stood up — presented as in motion rather than contemplated, budgeted for later, or contingent on financing or approvals not yet in hand. Candor about how long the catch-up takes, what it costs, or how much it is straining the organization strengthens rather than weakens a YES. The essence is ONE phenomenon: a company whose binding problem right now is that it is too small for its own order book, with the shortfall visible in how buyers are actually being treated and the remedy already being paid for. Answer NO if the company can serve everything asked of it, however strong the quarter. NO if the company's limiting factor is described as winning demand, competition, pricing, customer hesitation, or soft markets. NO if the described shortage is of things the company BUYS — components, materials, freight, purchased labor — with no indication that its own buyers are going unserved as a result. NO if the tightness is presented as a brief logistical hiccup, ordinary seasonal peak, or a one-time disruption already resolved or expected to unwind. NO if the unserved demand is only anticipated for the future rather than being experienced now. NO if the shortfall is trivial relative to the company or is the routine friction every business in the industry carries. NO if management describes the constraint but no real remedy already underway, or the remedy is only planned, under study, or contingent. NO if management is chiefly cutting, idling, consolidating, or protecting existing capacity rather than expanding it. NO if the situation 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.