${icon('brace')}operations.log
+$ find the friction→ time→ margin→ visibility→ unnecessary founder attention$ prioritise the fixes✓ what deserves attention first✓ what can wait$ make it lighter`; + +export default { + path: '/consulting/business-optimization/', + title: 'Business Optimisation Consulting | Dylan Mazzei', + description: 'Business optimisation consulting for founders focused on margins, processes, team structure, AI automation, reporting, and operational efficiency.', + schema: [faqSchema(faqs)], + body: + heroBlock({ + id: 'bo-hero', + crumb: 'Business Optimization', + kicker: 'BUSINESS OPTIMIZATION CONSULTING', + h1: 'Better Operations Create Better Businesses.', + lead: 'Revenue can grow while margins tighten, processes multiply, teams get harder to manage, and the founder somehow ends up with more on their plate.', + paras: [ + '*That doesn’t always mean the business needs more sales.', + 'Sometimes it needs a closer look at where the money, time, people, and decisions are going.', + 'My teams and I find the friction, determine what is actually creating it, and make the business easier to operate as it grows.', + ], + visual, + }).replace('
', '
') +
+ coversBlock({
+ id: 'bo-covers',
+ kicker: 'WHERE THE BUSINESS GETS HEAVY',
+ h2: 'Find the Friction Growth Left Behind.',
+ intro: ['Growth changes what a business asks of its systems, people, and processes.', '*We look at where the company has become more complicated than it needs to be and what can make it work better.'],
+ items: [
+ ['chart', 'Margin & Cost', ['Operations audit to see where time and money actually go', 'Pricing, packaging, tiers, and unit economics review', 'Vendor, software, and recurring-spend analysis', 'Cost structure opportunities without cutting simply for the sake of cutting']],
+ ['users', 'Team & Process', ['Roles, ownership, and accountability', 'Team design for the company’s next stage', 'Process documentation and SOPs', 'Delegation architecture for founders carrying too many decisions']],
+ ['chip', 'Automation & Visibility', ['AI workflow automation across operations, content, research, reporting, and customer service', 'KPI and reporting design', 'Automated visibility into the numbers that deserve attention', 'Identification of repetitive work that technology can genuinely make easier']],
+ ],
+ }) +
+ whoBlock({
+ id: 'bo-who',
+ h2: 'When Growth Starts Creating Its Own Problems.',
+ items: [
+ ['gauge', 'Revenue Grew. Margin Didn’t.', ['The top line is moving, but more revenue isn’t translating into the improvement you expected.', 'We look underneath the growth to find out where the economics are getting lost.']],
+ ['target', 'You’re Still in Too Many Decisions.', ['The company has a team, systems, and processes.', 'Somehow, too much still finds its way back to you.', 'The objective isn’t to make the founder less important. It’s to stop making the founder necessary for decisions that shouldn’t require them.']],
+ ['layers', 'The Team Got Bigger Faster Than the System Did.', ['Headcount can solve a capacity problem.', 'It can also hide a process problem.', 'Before adding another role, we look at what the existing team is being asked to work around.']],
+ ],
+ }) +
+ deliveryBlock({
+ id: 'bo-delivery',
+ h2: 'Fix What’s Creating the Drag.',
+ intro: ['Business optimisation follows the same diagnostic-first approach behind my consulting work.'],
+ steps: [
+ ['Find the Friction', ['The Business Diagnostic examines cost, process, team structure, reporting, technology, and AI leverage.', 'We look for where the business is losing time, margin, visibility, or unnecessary founder attention.']],
+ ['Prioritise the Fixes', ['You receive a scored roadmap showing what deserves attention first, what can wait, and what improvement should actually look like.', 'Not every inefficiency deserves a project.']],
+ ['Make It Lighter', ['When execution makes sense, the 90-Day Optimisation Sprint turns the roadmap into changes inside the business.', 'That can mean rebuilding processes, improving reporting, deploying useful automation, reviewing the vendor stack, clarifying ownership, or removing work that no longer needs to exist.', 'It’s the same operating discipline I apply across my current ventures.']],
+ ],
+ }) +
+ operatorBlock({
+ id: 'bo-op',
+ h2: 'Efficiency Isn’t About Cutting Everything.',
+ paras: ['*A cheaper business is not automatically a better business.', 'The point is to know what deserves money, what deserves people, what deserves automation, and what probably shouldn’t be happening at all.', 'I’ve seen those decisions play out across businesses in very different industries.'],
+ side: '
The details change.
I can step into the business as a fractional CMO, COO, CISO, or Chief AI Officer, bringing the same operator mindset that shapes my current ventures into a defined leadership role.
Strategy gets more useful when someone owns what happens next.
+${btn('EXPLORE FRACTIONAL ROLES', '/consulting/fractional/', 'light')}
FRACTIONALCMO
diff --git a/src/pages/cybersecurity.mjs b/src/pages/cybersecurity.mjs
new file mode 100644
index 0000000..757450e
--- /dev/null
+++ b/src/pages/cybersecurity.mjs
@@ -0,0 +1,86 @@
+import { icon } from '../layout.mjs';
+import { heroBlock, coversBlock, whoBlock, deliveryBlock, operatorBlock, faqBlock, closingBlock, faqSchema, panelBar } from '../service.mjs';
+
+const faqs = [
+ ['We are a small business. Are we really a target?', ['Business size alone does not determine cyber risk.', 'Smaller companies still use email, payment systems, cloud platforms, customer data, employee accounts, and third-party vendors. Many common forms of cybercrime are automated or opportunistic, not aimed only at large enterprises.', 'The useful question is what exposure your particular business has.']],
+ ['Is this a penetration test?', ['Not automatically.', 'The engagement begins with a security-posture diagnostic. If deeper technical testing is appropriate, we define the scope and authorisation before any assessment activity begins.', 'A penetration test should only be performed against systems the client owns or has explicit authorisation to test.']],
+ ['Will the assessment disrupt our systems?', ['The initial diagnostic is designed to understand security posture without unnecessarily interfering with normal operations.', 'If deeper testing is recommended, we agree on the scope, method, authorisation, and potential operational considerations before that work begins.']],
+ ['We already have an IT provider. Why would we need this?', ['Your IT provider may already be doing valuable work.', 'The diagnostic helps establish what is currently covered, what responsibilities sit elsewhere, and whether any meaningful gaps remain.', 'The goal is not to replace a capable provider. It is to make sure assumptions about coverage match reality.']],
+];
+
+const gaps = [
+ ['users', 'An old account keeps access.'],
+ ['shield', 'MFA never gets switched on somewhere important.'],
+ ['layers', 'A vendor covers less than everyone assumes.'],
+ ['mail', 'An employee receives a convincing payment request at exactly the wrong moment.'],
+];
+
+const visual =
+ panelBar('Most security gaps are quiet.') +
+ `${gaps
+ .map(([ic, t], i) => `
`;
+
+export default {
+ path: '/consulting/cybersecurity/',
+ title: 'Cybersecurity Consulting for Businesses | Dylan Mazzei',
+ description: 'Cybersecurity consulting for businesses covering security posture, vulnerabilities, fraud defences, access controls, compliance, vendors, and incident readiness.',
+ schema: [faqSchema(faqs)],
+ body:
+ heroBlock({
+ id: 'cy-hero',
+ crumb: 'Cybersecurity',
+ kicker: 'CYBERSECURITY CONSULTING',
+ h1: 'Good Security Starts With Knowing Where You Stand.',
+ lead: 'Most security gaps are quiet.',
+ paras: [
+ 'An old account keeps access. MFA never gets switched on somewhere important. A vendor covers less than everyone assumes. An employee receives a convincing payment request at exactly the wrong moment.',
+ '*My security team and I look at the business from the outside in and the inside out, so you can see where the exposure actually is and decide what deserves attention first.',
+ ],
+ visual,
+ }) +
+ coversBlock({
+ id: 'cy-covers',
+ kicker: 'WHERE EXPOSURE HIDES',
+ h2: 'Security Is Usually More Than One Big Vulnerability.',
+ intro: ['A company’s security posture is shaped by dozens of smaller decisions across accounts, people, vendors, systems, and processes.', '*We bring those pieces into one view.'],
+ items: [
+ ['shield', 'Systems & Access', ['Security posture assessment across domains, email, cloud accounts, and access controls', 'Review of externally visible vulnerabilities', 'MFA coverage and password practices', 'Administrator access and privilege review', 'Employee onboarding and offboarding gaps']],
+ ['mail', 'People & Payments', ['Email and payment-fraud defences', 'Wire and invoice-fraud controls', 'Phishing exposure', 'Practical employee security awareness', 'Internal processes around sensitive requests and approvals']],
+ ['layers', 'Compliance & Readiness', ['Gap review against relevant client, insurer, or industry requirements', 'SOC 2 and ISO 27001 readiness considerations', 'IT provider, MSP, and security-tool review', 'Basic incident-response planning', 'Prioritised remediation roadmap']],
+ ],
+ }) +
+ whoBlock({
+ id: 'cy-who',
+ h2: 'When “We Have IT” Isn’t the Same as “We Know Our Risk.”',
+ items: [
+ ['target', 'You’ve Never Established a Security Baseline.', ['The business has software, email, cloud accounts, employees, and vendors, but nobody has stepped back and looked at the exposure as a whole.', 'The diagnostic gives you that baseline.']],
+ ['users', 'Clients Are Starting to Ask Harder Questions.', ['Enterprise customers, partners, and insurers increasingly want to know how you manage access, data, vendors, and security controls.', 'We identify the gaps before the questionnaire becomes the project.']],
+ ['spark', 'Something Happened Close Enough to Get Your Attention.', ['A suspicious login. A fraudulent payment request. A compromised account. An incident at a vendor or another company in your industry.', '*You don’t need panic.', 'You need a clear picture of what your own business looks like.']],
+ ],
+ }) +
+ deliveryBlock({
+ id: 'cy-delivery',
+ h2: 'See the Risk. Rank the Risk. Address the Risk.',
+ intro: ['Cybersecurity follows the same diagnostic-first approach behind my consulting work.'],
+ steps: [
+ ['Establish the Baseline', ['The Business Diagnostic includes an initial review of the company’s security posture.', 'We look at the systems, access, controls, vendors, and processes that shape the business’s exposure.']],
+ ['Go Deeper Where It Matters', ['When the baseline identifies areas that warrant deeper assessment, my cybersecurity team conducts the appropriate authorised review using the assessment capabilities we use in our own security business.', 'All assessment activity is limited to systems the business owns or is authorised to test, with written permission defining the scope.']],
+ ['Prioritise the Fixes', ['You receive a scored report that ranks findings by risk, business impact, and the effort or cost involved in addressing them.', 'The objective isn’t to produce the longest vulnerability list.', '*It’s to make clear what deserves attention first.']],
+ ],
+ }) +
+ operatorBlock({
+ id: 'cy-op',
+ h2: 'Security Has to Work on a Normal Tuesday.',
+ paras: ['*A policy nobody follows isn’t much protection.', 'Neither is a security tool everyone assumes somebody else configured.', 'That practical view comes from operating businesses where technology and security are part of the day-to-day responsibility.'],
+ side: '${icon(ic)}${t}
`)
+ .join('')}The strongest controls are the ones that still work while invoices move, employees join and leave, vendors need access, and everyone tries to get through a normal workday.
${sides.map(([ic, t]) => panelRow(ic, t)).join('')}${panelRowAccent('And every new tool eventually has to prove that it belongs in the day.')}
`,
+ }) +
+ coversBlock({
+ id: 'ed-covers',
+ kicker: 'FROM PRODUCT TO CLASSROOM',
+ h2: 'Make the Strategy Work Where Learning Actually Happens.',
+ intro: ['Education has more than one decision-maker and more than one definition of success.', '*We look at the product, institution, technology, and people together.'],
+ items: [
+ ['chip', 'Product & Technology', ['EdTech hardware and software product strategy', 'Pilot-to-product planning', 'Education hardware sourcing and manufacturing', 'R&D partnership considerations', 'Device management at classroom scale', 'AI applications across learning and operations']],
+ ['route', 'Market & Procurement', ['Education market-entry strategy', 'School and institutional procurement cycles', 'Decision-maker and stakeholder mapping', 'Sales-cycle planning for EdTech companies', 'US and international education market considerations']],
+ ['shield', 'Adoption & Readiness', ['Institutional technology evaluation', 'Vendor-selection frameworks', 'Implementation and adoption planning', 'Exam integrity and proctoring strategy', 'Student data privacy considerations', 'FERPA and COPPA readiness']],
+ ],
+ }) +
+ whoBlock({
+ id: 'ed-who',
+ h2: 'Different Sides of Education. One Common Challenge.',
+ items: [
+ ['rocket', 'You’re Building for Education.', ['EdTech founders have to think beyond whether the product works.', 'The product also has to fit procurement, implementation, classroom workflows, privacy expectations, and the people responsible for adopting it.']],
+ ['building', 'You’re Choosing Technology for an Institution.', ['A strong feature list doesn’t guarantee a strong rollout.', 'We help schools and educational organizations evaluate technology around what they need, how it will be implemented, and whether the people using it can realistically adopt it.']],
+ ['compass', 'You’re Entering Education From Another Industry.', ['Education has its own timelines, stakeholders, requirements, and expectations.', 'We help companies understand those differences before bringing assumptions from another market into the classroom.']],
+ ],
+ }) +
+ deliveryBlock({
+ id: 'ed-delivery',
+ h2: 'Start With the People Who Have to Use It.',
+ intro: ['Education consulting follows the same diagnostic-first approach behind my consulting work.'],
+ steps: [
+ ['Understand the Environment', ['The Business Diagnostic evaluates the product, institution, market, or procurement strategy against the environment where it actually has to work.', 'For an EdTech company, that may mean product readiness, sales cycles, manufacturing, or market entry.', 'For an institution, it may mean technology requirements, vendor evaluation, implementation, and adoption.']],
+ ['Map the Priorities', ['We identify what deserves attention first and build a roadmap around the real stakeholders involved.', 'The buyer matters.', '*So does the person expected to use what they bought.']],
+ ['Move From Plan to Adoption', ['When execution makes sense, the 90-Day Education Sprint moves the roadmap forward.', 'For EdTech companies, that can include product strategy, market positioning, sales-cycle alignment, or manufacturing.', 'For institutions, it can include vendor evaluation, implementation planning, and technology adoption.']],
+ ],
+ }) +
+ operatorBlock({
+ id: 'ed-op',
+ h2: 'The Classroom Gets the Final Vote.',
+ paras: ['A product can look excellent in a demonstration.', '*The real test comes later.', 'That perspective comes from working inside education technology, including my involvement with READTYCH and other ventures.', 'The closer the strategy gets to the classroom, the more useful it becomes.'],
+ side: 'Can a teacher use it without creating more work?
Can students understand it?
Can the institution support it?
Does it fit into the day instead of fighting against it?
FOUR EXECUTIVE SEATS
+
+ ${['CMO', 'COO', 'CISO', 'Chief AI Officer'].map((r) => `
`;
+
+export default {
+ path: '/consulting/fractional/',
+ title: 'Fractional Executive Leadership | Dylan Mazzei',
+ description: 'Fractional executive leadership from Dylan Mazzei across marketing, operations, cybersecurity, and AI, backed by specialist operating teams.',
+ schema: [faqSchema(faqs)],
+ body:
+ heroBlock({
+ id: 'fr-hero',
+ crumb: 'Fractional Leadership',
+ kicker: 'FRACTIONAL LEADERSHIP',
+ h1: 'Bring Senior Leadership Into the Business Earlier.',
+ lead: 'At some point, a business needs more than advice, but a full-time executive hire may not make sense yet.',
+ paras: [
+ '*That is where fractional leadership fits.',
+ 'I step into the executive seat, work directly with your existing team, own priorities and KPIs, and bring in specialist support from across my operating companies where the work calls for it.',
+ 'You get executive leadership now, with the flexibility to make the permanent hire when the business is ready.',
+ ],
+ cta: APPLY,
+ visual,
+ }) +
+ `
+FRACTIONAL${r}
`).join('')}
+
+
+
+
+
+ ${eyebrow('THE RIGHT STAGE FOR FRACTIONAL')}
+
+ When the Business Needs Someone in the Seat.
+
+
+ Consulting can tell you what should happen next.
+Fractional leadership goes further. I become part of the company's operating rhythm and take responsibility for moving that part of the business forward.
+That can mean leading the existing team, setting priorities, managing vendors, establishing KPIs, improving systems, and making sure strategy turns into actual work.
+
+
+ The role is fractional.
+The responsibility isn’t.
+
+
+
+ ${eyebrow('FOUR EXECUTIVE SEATS')}
+ One Executive. A Wider Operating Bench.
+
+ Every engagement puts me directly in the executive role.
+Behind me are specialist teams across the businesses I operate, giving the engagement access to execution capabilities beyond one person’s calendar.
+
+ ${seats
+ .map(
+ (s) => `
+ `
+ )
+ .join('')}
+
+ ${s.name}${icon(s.icon)}
+ ${s.h}
+- ${s.items.map((it) => `
- ${icon('check')}${it} `).join('')}
${s.backed}
+ ${s.cta ? btn(s.cta[0], s.cta[1], 'ghost') : ''} +Engagements begin with a minimum three-month commitment and include a 30-day notice period.
Fractional seats are intentionally limited to three concurrent engagements across all roles.
${costs.map(([ic, t]) => panelRow(ic, t)).join('')}
` +
+ `${panelRowAccent('the real cost of a product')}
`,
+ }) +
+ coversBlock({
+ id: 'sc-covers',
+ kicker: 'FROM FACTORY TO CUSTOMER',
+ h2: 'Know What the Product Really Costs to Get There.',
+ intro: ['A good supply chain connects sourcing, cost, quality, logistics, and fulfilment.', '*We look across the journey instead of optimising one piece while another quietly eats the margin.'],
+ items: [
+ ['building', 'Sourcing & Suppliers', ['Manufacturing-market selection based on product, volume, and quality requirements', 'Supplier identification and vetting', 'Sample and trial-order strategy', 'Pricing, MOQ, and payment-term negotiation', 'Supplier diversification and backup planning']],
+ ['truck', 'Cost & Logistics', ['Landed-cost analysis, including freight, duties, defects, and other relevant costs', 'Air versus sea freight considerations', 'Freight-forwarding and customs planning', 'Logistics review based on volume, lead time, and cash flow', 'Tariff and supply-risk considerations']],
+ ['bag', 'Quality & Fulfillment', ['Quality-control and inspection protocols', 'Defect management', '3PL evaluation and selection', 'Warehouse strategy', 'Shipping and fulfilment cost review', 'Processes for managing supply as order volume grows']],
+ ],
+ }) +
+ whoBlock({
+ id: 'sc-who',
+ h2: 'When the Product Is Good, but the Supply Chain Needs to Catch Up.',
+ items: [
+ ['route', 'You’re Sourcing Overseas for the First Time.', ['Finding a factory is only one part of the decision.', 'You need to understand who you’re dealing with, what to test before committing, what the terms actually mean, and what the product will cost by the time it reaches you.']],
+ ['chart', 'Your Margins Aren’t What They Used to Be.', ['Volumes changed. Freight changed. Supplier pricing changed.', 'But the agreements may not have.', 'We look at what you’re paying now, where the margin is going, and whether sourcing, terms, logistics, or fulfilment deserve another look.']],
+ ['users', 'The Founder Is Still Managing Every Shipment.', ['That can work when volumes are small.', 'As the business grows, supplier communication, freight, QC, inventory, and fulfilment need a system that doesn’t depend on the founder following every container.']],
+ ],
+ }) +
+ deliveryBlock({
+ id: 'sc-delivery',
+ h2: 'Start With the Cost Behind the Cost.',
+ intro: ['Supply chain work follows the same diagnostic-first approach as my consulting work.'],
+ steps: [
+ ['See the Real Cost', ['The Business Diagnostic reviews landed cost, supplier terms, logistics, fulfilment, quality issues, and supplier concentration.', 'The objective is to understand what you actually pay to get a sellable product where it needs to be.']],
+ ['Find the Leverage', ['We identify the strongest opportunities.', 'That could mean supplier terms, sourcing alternatives, freight decisions, QC, fulfilment, or reducing exposure to one supplier.', '*Not every lower quote is a better deal.']],
+ ['Strengthen the Chain', ['When execution makes sense, the 90-Day Supply Chain Sprint moves into supplier research and vetting, negotiations, logistics changes, QC protocols, and other priorities identified in the diagnostic.', 'It is grounded in the same practical experience my teams use while operating physical product businesses in my portfolio.']],
+ ],
+ }) +
+ operatorBlock({
+ id: 'sc-op',
+ h2: 'The Cheapest Unit Can Become the Most Expensive One.',
+ paras: ['A lower factory price means very little if the MOQ traps cash, quality creates returns, freight destroys the savings, or unreliable lead times leave inventory sitting on the wrong side of the world.', 'That perspective comes from being involved in businesses where physical products have to move through the real world.'],
+ side: 'I care about the number that matters after all of that.
The cost of getting a product the customer can actually buy.
${t.slice(1)}
` : `${t}
`); +const prose = (arr, inkCls) => `${arr.map((t) => P(t, inkCls)).join('')}
`;
+
+export const cover = ([ic, h, items]) =>
+ `${icon(ic)}
${h}
- ${items.map((it) => `
- ${icon('check')}${it} `).join('')}
+
+
+
+ ${eyebrow(kicker)}
+
+ ${h1}
+${lead}
+ ${prose(paras)} +${btn(cta, ctaHref)}
+ ${visual}
+
+
+
+
+ ${eyebrow(kicker)}
+ ${prose(intro)}
+ ${h2}
${items.map(cover).join('')}
+
+
+
+
+ ${eyebrow(kicker)}
+ ${h2}
+ ${items.map(([ic, h, p]) => `${icon(ic)} `).join('')}
+
+ ${h}
${prose(p)}
+
+
+
+ ${eyebrow(kicker)}
+ ${h2}
${intro.map((t) => (t.startsWith('*') ? `
+ ${t.slice(1)}
` : `${t}
`)).join('')}
+ ${steps.map(([h, p], i) => `STEP_0${i + 1} `).join('')}
+
+ ${i + 1}. ${h}
${p.map((t, j) => `${t.replace(/^\*/, '')}`).join('')}
+ ${foot || ''}
+ ${cta ? btn(cta, ctaHref, 'light') : ''}
+
+
+
+
+
+
+ ${eyebrow(kicker)}
+
+ ${h2}
+ ${prose(paras)} + ${link ? `` : ''} + ${cta ? `${btn(cta, ctaHref)}
` : ''}
+ ${side}
+
+
+${eyebrow('FREQUENTLY ASKED QUESTIONS')}
+ ${h2}
${faq(items)}
+
+
+
+
+
+ ${eyebrow(kicker)}
+
+ ${h2}
+ ${prose(paras)} +${btn(cta, ctaHref)}
+ ${title}
`;
+export const panelRows = (rows) =>
+ `${rows.join('')}
`;
+export const panelRow = (ic, text, tail = '') =>
+ `${icon(ic)}${text}${tail}
`;
+export const panelRowAccent = (text) =>
+ `${text}${icon('arrow', 'check')}
`;
diff --git a/static/assets/styles.css b/static/assets/styles.css
index a287adc..c99fb00 100644
--- a/static/assets/styles.css
+++ b/static/assets/styles.css
@@ -865,7 +865,7 @@ h1, h2, h3, h4 { font-weight: 600; }
.card, .showcase, .closing, .process-step, .plan:not(.plan-featured), .venture, .tab-panel, .cover, .topic {
background: linear-gradient(160deg, var(--glass), transparent 120%), var(--cloud);
}
-.card, .process-step, .venture, .cover, .topic { overflow: hidden; }
+.card, .process-step, .venture, .cover, .topic { overflow: hidden; position: relative; }
.card::after, .process-step::after, .cover::after, .topic::after {
content: ""; position: absolute; right: -60px; top: -60px; width: 220px; height: 220px; pointer-events: none;
background: radial-gradient(closest-side, var(--glow), transparent); opacity: 0; transition: opacity .4s ease;
@@ -997,3 +997,14 @@ h1, h2, h3, h4 { font-weight: 600; }
.plan-featured { outline: 1px solid rgba(31, 183, 255, .45); box-shadow: 0 0 50px rgba(26, 127, 255, .18); }
/* Dark panels keep their dark surface in both themes (the glass card rule must not override them) */
.card.card-dark, .closing.closing-dark { background: var(--surface-dark); }
+
+/* Consulting service pages: fractional seats, accent rows, wider dropdown */
+.seats { display: grid; grid-template-columns: repeat(2, 1fr); gap: 16px; }
+.seat .plan-name .ic { width: 40px; height: 40px; border-radius: 12px; }
+.seat .plan-name .ic svg { width: 20px; height: 20px; }
+.seat h3 { font-size: var(--text-heading); }
+.seat .backed { padding-top: 16px; border-top: 1px solid var(--bd); font-size: 14.5px; color: var(--slate); }
+.seat .btn { align-self: flex-start; }
+.row-accent .check { color: inherit; }
+.dropdown { grid-template-columns: repeat(2, minmax(0, 1fr)); min-width: 620px; }
+@media (max-width: 900px) { .seats { grid-template-columns: 1fr; } }