The company itself is the constraint

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management convey that the company's own ability to serve, supply, or take on business has become the binding limit on how big it can be right now \u2014 that real demand, opportunities, or counterparties are pressing against the company's capacity to absorb them \u2014 AND that management is actively spending, building, hiring, or organizing NOW to raise that limit, treating the race to expand its own capability as the central task in front of the company? 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'S OWN CAPABILITY IS THE CEILING. Management describes that the thing holding the company back is internal \u2014 its own production, people, facilities, systems, sites, service capacity, delivery capability, or organizational bandwidth \u2014 rather than a lack of demand, weak markets, competition, or customers hesitating. Any genuine expression of this counts: management saying it could do more business than it currently can handle; describing demand, interest, or opportunities running ahead of what it can serve, supply, staff, or support; explaining that growth is gated by how fast the company itself can expand rather than by whether the business is there; or framing the company's challenge as keeping up with what is coming at it. (2) MANAGEMENT IS SPENDING TO RAISE THE CEILING NOW. Management describes real, already-underway action to expand that capability \u2014 committing money, adding capacity, hiring and training, building or opening facilities, standing up systems, or reorganizing to handle more \u2014 and treats this build-out as the company's main current priority, the thing that determines how big the company can become. The essence is a company that sees the business in front of it and is racing to make itself big enough to take it. The industry, the limiting capability, and the form of the build-out may vary widely. Answer NO if the company's limiting factor is described as winning demand, macro conditions, competition, pricing, or customer behavior rather than its own capability. NO if management describes capacity or capability expansion as routine maintenance, ordinary annual investment, or catch-up with no sense that demand is pressing against it. NO if the constraint is a shortage of things the company BUYS (components, freight, raw materials) with no claim that demand for the company's own offering is outrunning it. NO if the build-out is only planned, contemplated, or contingent rather than already underway. NO if management is chiefly cutting, consolidating, defending, or protecting what it has rather than expanding to meet what is coming. 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.