@openpresentation/opf 0.10.1 → 0.11.0

package/dist/spec/catalogs/narratives/board-meeting.json

@@ -24,7 +24,7 @@
       "id": "introduction",
       "name": "Introduction",
       "description": "Set the tone for the meeting and walk through the agenda in one slide. Signal which sections are for discussion versus information so directors know where their time is most valuable.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Set the tone",
       "slideType": "text"
     },
@@ -34,7 +34,7 @@
       "description": "Deliver the CEO's view of the period: what changed, what mattered, where the company stands. Two or three sentences in the speaker's voice — board members read this slide first.",
       "instructions": "Deliver company insights",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "highlights",
@@ -42,7 +42,7 @@
       "description": "Share major successes across the business. Customer wins, launches, hires, milestones. Specific and brief; this is the slide that sets the tone, not the slide that proves the case.",
       "instructions": "Share major successes",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "challenges",
@@ -50,7 +50,7 @@
       "description": "Address the obstacles facing the business honestly. Boards earn their value when surfaced to real problems; under-disclosure here erodes trust faster than the problems themselves.",
       "instructions": "Address potential obstacles",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "company-needs",
@@ -58,7 +58,7 @@
       "description": "Identify where the business needs the board's help: introductions, decisions, advice. Specific asks turn the meeting from a report into a working session.",
       "instructions": "Identify support requirements",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "funnel-metrics",
@@ -66,7 +66,7 @@
       "description": "Discuss the sales pipeline: leads, conversion, velocity, win rate. Use the metrics that match the company's current motion; resist the temptation to show the same chart you showed last quarter for continuity's sake.",
       "instructions": "Discuss sales progress",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "engagement-metrics",
@@ -74,7 +74,7 @@
       "description": "Analyze customer interaction: usage, retention, NPS, expansion. Show whether the product is being loved or only being bought.",
       "instructions": "Analyze customer interaction",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "financial-metrics",
@@ -82,7 +82,7 @@
       "description": "Review fiscal health: revenue, gross margin, burn, runway, cash. One slide directors can scan in twenty seconds and trust the numbers on.",
       "instructions": "Review fiscal health",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "performance-vs-plan",
@@ -90,7 +90,7 @@
       "description": "Compare actuals to plan across the metrics that matter most. Variance is the slide directors will probe; show your work, name the drivers, propose adjustments.",
       "instructions": "Compare objectives and actuals",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "org-chart",
@@ -98,7 +98,7 @@
       "description": "Present the team structure and any key changes since the last meeting. Directors track org evolution as a leading indicator; help them see hires, departures, and reshapes clearly.",
       "instructions": "Present team structure",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "product-roadmap",
@@ -106,7 +106,7 @@
       "description": "Highlight the product plan and what ships when. Pair each major bet with the customer or business outcome it serves.",
       "instructions": "Highlight future plans",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "quality",
@@ -114,7 +114,7 @@
       "description": "Showcase the product quality bar: reliability, defect rates, support outcomes. Directors take quality as a proxy for engineering culture; let the data speak.",
       "instructions": "Showcase product's standards",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "engineering-update",
@@ -122,7 +122,7 @@
       "description": "Communicate technical progress, key bets, and platform investments. Translate engineering work into business consequences directors can evaluate.",
       "instructions": "Communicate technical progress",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "marketing-update",
@@ -130,7 +130,7 @@
       "description": "Update on demand-gen, brand, and category-shaping efforts. Connect spend to pipeline and pipeline to revenue; avoid 'campaigns we ran' lists.",
       "instructions": "Update on promotional efforts",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "business-development-update",
@@ -138,7 +138,7 @@
       "description": "Speak to growth initiatives: partnerships, channels, alliances. Each entry should have a stage, an owner, and a credible upside.",
       "instructions": "Speak on growth initiatives",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "operations-update",
@@ -146,7 +146,7 @@
       "description": "Discuss day-to-day operations: people ops, finance, legal, IT. Brief but explicit — directors notice when ops is missing.",
       "instructions": "Discuss day-to-day activities",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "special-topic-1",
@@ -154,7 +154,7 @@
       "description": "Discuss the period's first deep-dive topic. This is where the board does its highest-leverage work; pose the question, show the analysis, ask for their view.",
       "instructions": "Discuss selected subject",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "special-topic-2",
@@ -162,7 +162,7 @@
       "description": "Cover the second deep-dive topic, framed the same way. Two specials per meeting; more, and the meeting becomes a recital.",
       "instructions": "Touch on additional topic",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "feedback",
@@ -170,7 +170,7 @@
       "description": "Elicit the board's perspective with concrete prompts. The strength of board governance is in its candor — invite it explicitly.",
       "instructions": "Elicit board's thoughts",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "formalities",
@@ -178,13 +178,13 @@
       "description": "Conclude with the necessary governance items: votes, approvals, committee reports, document acknowledgments. Run them efficiently and document the outcomes.",
       "instructions": "Conclude with necessary formalities",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "closing-remarks",
       "name": "Closing Remarks",
       "description": "Close with concluding observations and the agenda for the next meeting. End on a forward-looking note; directors should leave knowing what to watch.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Concluding observations",
       "slideType": "text"
     }

package/dist/spec/catalogs/narratives/business-narrative.json

@@ -25,7 +25,7 @@
       "description": "Engage the audience and set expectations for the next twenty minutes. Tell them you're going to tell them a story — and then start telling it. Avoid a separate agenda slide; the introduction is the first scene.",
       "instructions": "Engage and set expectations",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "setting",
@@ -33,7 +33,7 @@
       "description": "Establish the world the story takes place in: the team, the market, the moment. Just enough context that the challenge will feel meaningful when it arrives.",
       "instructions": "Establish the environment",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "challenge",
@@ -41,7 +41,7 @@
       "description": "Identify the issue at hand. Concrete, specific, attributable. The challenge is the inciting incident — the thing that pulled the rest of the story into motion.",
       "instructions": "Identify the issue at hand",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "tension",
@@ -49,7 +49,7 @@
       "description": "Raise the stakes. What happens if the challenge isn't met? Quantify the cost, name the people affected, surface the trade-offs that make the choice hard. Tension is what makes the audience lean in.",
       "instructions": "Emphasize the stakes",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "solution",
@@ -57,7 +57,7 @@
       "description": "Reveal the strategy or hero of the story. Lead with what changes for the audience or customer when the solution is in place. This is the turn from problem to promise.",
       "instructions": "Present the hero/strategy",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "implementation",
@@ -65,7 +65,7 @@
       "description": "Describe the path to success. Phases, owners, milestones, key bets. Show the audience that the solution has weight behind it — not just intent.",
       "instructions": "Describe the path to success",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "recap",
@@ -73,13 +73,13 @@
       "description": "Bring the audience back to the surface with a clear summary of what was said and decided. Echo the language from the opening so the story feels closed.",
       "instructions": "Review key points and insights",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "conclusion",
       "name": "Conclusion",
       "description": "Reinforce the key message and the call to action. End on the line you most want repeated in tomorrow's hallway conversations.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Reinforce takeaways and call to action",
       "slideType": "text"
     }

package/dist/spec/catalogs/narratives/business-review.json

@@ -23,7 +23,7 @@
       "id": "logo",
       "name": "Logo",
       "description": "Cover slide with logos and the review period. Establishes brand identity and signals the level of formality the rest of the deck will hold to.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Identity & representation",
       "slideType": "text"
     },
@@ -33,7 +33,7 @@
       "description": "Frame the meeting context and the goals for the next hour. What you'll cover, what decisions you want, what you don't intend to relitigate.",
       "instructions": "Meeting context & goals",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "review",
@@ -41,7 +41,7 @@
       "description": "Outline the recent activities in scope: launches, projects, programs. Just enough scope-setting that the rest of the deck has shared vocabulary.",
       "instructions": "Outline recent activities",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "successes",
@@ -49,7 +49,7 @@
       "description": "Recognize the achievements in the review window. Lead with outcomes the audience cares about, not effort. Specific moves earn more credibility than aggregate progress.",
       "instructions": "Recognize achievements",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "challenges",
@@ -57,7 +57,7 @@
       "description": "Address the problems faced honestly. What didn't work, what's still hard. Naming challenges in front of the audience earns more trust than letting them ask.",
       "instructions": "Address problems faced",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "solutions",
@@ -65,7 +65,7 @@
       "description": "Discuss the fixes already implemented. Pair each with the result it produced, or, if it's still in flight, with the leading indicator you're watching.",
       "instructions": "Discuss implemented fixes",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "outcome",
@@ -73,7 +73,7 @@
       "description": "Display the results achieved across the review window. Let the data carry the slide; supporting commentary should explain context, not inflate the numbers.",
       "instructions": "Display results achieved",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "insights",
@@ -81,7 +81,7 @@
       "description": "Highlight the key learnings. What was confirmed, what surprised you, what the audience should take away. Insights are the slides people quote in follow-on meetings.",
       "instructions": "Highlight key learnings",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "future-strategy",
@@ -89,7 +89,7 @@
       "description": "Define the next steps and the strategic direction that follows from the review. Specific enough to sequence; flexible enough to adapt.",
       "instructions": "Define next steps",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "feedback",
@@ -97,7 +97,7 @@
       "description": "Capture audience thoughts. Two or three explicit prompts where you want input or alignment. The strength of a relationship review is in the conversation it provokes.",
       "instructions": "Capture audience thoughts",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "next-review",
@@ -105,13 +105,13 @@
       "description": "Plan for follow-up: when the next review happens, what evidence you'll bring, what decisions are deferred until then. Continuity is the point of the cadence.",
       "instructions": "Plan for follow-up",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "closing",
       "name": "Closing",
       "description": "Recap and express optimism about the path forward. Close with the next concrete step and the people responsible for it.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Recap and express optimism",
       "slideType": "text"
     }

package/dist/spec/catalogs/narratives/capacity-planning.json

@@ -24,7 +24,7 @@
       "id": "kickoff",
       "name": "Kickoff",
       "description": "Introduce what the planning exercise covers and the decision you need from the audience. Frame the time horizon and the resources in scope so the rest of the deck stays bounded.",
-      "layoutHint": "title-center",
+      "layoutHint": "title",
       "instructions": "Introduce the topic",
       "slideType": "text"
     },
@@ -34,7 +34,7 @@
       "description": "Show why this is the right moment to plan capacity. Pipeline shifts, hiring freezes, operational stress signals. Urgency turns capacity from an annual ritual into a decision the audience leans into.",
       "instructions": "Show needs",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "situation",
@@ -42,7 +42,7 @@
       "description": "Highlight the current resource picture: people, tools, infrastructure, vendor capacity. Show utilization, not just headcount. The audience should know where slack and stress live today.",
       "instructions": "Highlight current resources",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "projection",
@@ -50,7 +50,7 @@
       "description": "Predict future demand under your base case and a sensitivity case. Tie demand to specific drivers — pipeline, launches, seasonality — so the audience can challenge the assumptions, not just the totals.",
       "instructions": "Predict future demands",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "tactics",
@@ -58,7 +58,7 @@
       "description": "Suggest the strategies for closing any gap: hiring, automation, outsourcing, prioritization. Each tactic should map to a specific demand driver and a defensible cost.",
       "instructions": "Suggest coping strategies",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "implementation",
@@ -66,7 +66,7 @@
       "description": "Discuss how the plan gets deployed. Sequencing, owners, dependencies, lead times. Capacity decisions slip the most when the rollout isn't planned with the same rigor as the sizing.",
       "instructions": "Discuss deployment plans",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "revision",
@@ -74,13 +74,13 @@
       "description": "Define the leading indicators that would trigger a re-plan, and the cadence of review. Capacity plans age fast; show the audience how the plan stays alive.",
       "instructions": "Evaluate and adjust",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "conclusion",
       "name": "Conclusion",
       "description": "Wrap up with the specific recommendations and the decisions you need today. End with the next checkpoint and what evidence will be on the table at it.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Wrap-up & recommendations",
       "slideType": "text"
     }

package/dist/spec/catalogs/narratives/challenge-resolution.json

@@ -26,7 +26,7 @@
       "description": "Open with a specific, visible signal of the challenge — a metric heading the wrong way, a customer story, a competitive event. The hook should make the audience nod that yes, this matters.",
       "instructions": "Capture audience attention",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "dilemma",
@@ -34,7 +34,7 @@
       "description": "State the challenge plainly. What is failing, who is feeling it, and why has it now risen to a level that demands a decision? The dilemma must feel real, not academic.",
       "instructions": "Present the problem",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "backdrop",
@@ -42,7 +42,7 @@
       "description": "Provide the context behind the dilemma: how it formed, what's been tried, what constraints exist. Just enough history that the audience trusts your diagnosis without drowning in detail.",
       "instructions": "Provide context",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "remedy",
@@ -50,7 +50,7 @@
       "description": "Propose the resolution. Lead with the recommendation, then sketch the approach. Be opinionated — vague remedies invite vague responses.",
       "instructions": "Propose a solution",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "evidence",
@@ -58,7 +58,7 @@
       "description": "Demonstrate why the remedy will work. Comparable cases, supporting data, or pilot results. Choose evidence that addresses the audience's most likely objection, not the one easiest to answer.",
       "instructions": "Demonstrate success",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "motivate",
@@ -66,13 +66,13 @@
       "description": "Make the case for acting now. Quantify the cost of delay and the upside of decisive action. Help the audience picture the room a quarter from now if they say yes.",
       "instructions": "Encourage action",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "conclusion",
       "name": "Conclusion",
       "description": "Recap the challenge, the remedy, and the specific decision you need from the audience. End with a clear ask, not a summary slide.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Recap and end powerfully",
       "slideType": "text"
     }

package/dist/spec/catalogs/narratives/classic-story.json

@@ -24,7 +24,7 @@
       "description": "Capture attention with a vivid moment, image, or question that sets the world of the story. The audience should immediately know what kind of room they're in. Avoid agendas — the opening is the first scene, not a preamble.",
       "instructions": "Capture audience attention",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "context",
@@ -32,7 +32,7 @@
       "description": "Establish what's normal in this world before anything goes wrong. Just enough background for the audience to feel the stakes when the villain shows up. Keep it tight; backstory is fuel, not the engine.",
       "instructions": "Give background & importance",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "villain",
@@ -40,7 +40,7 @@
       "description": "Introduce the antagonist — a problem, a competitor, a market force, an inertia. Give it a face and a name where you can. The clearer the villain, the more the audience cares about how the story turns out.",
       "instructions": "Introduce problem",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "despair",
@@ -48,7 +48,7 @@
       "description": "Show what's at risk if the villain wins. Emphasize the human or business cost of inaction. Don't rush past this beat — the discomfort here is what makes the resolution land.",
       "instructions": "Emphasize negative impact",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "hero",
@@ -56,7 +56,7 @@
       "description": "Reveal the hero of the story. Often this is the audience themselves, your team, or your product. Frame the hero by what they uniquely bring to the fight, not by their résumé.",
       "instructions": "Present solution",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "plan",
@@ -64,13 +64,13 @@
       "description": "Walk through how the hero defeats the villain. Concrete, sequential, credible. Generic plans signal weak heroes; specific plans earn belief that the ending you're promising is reachable.",
       "instructions": "Detail implementation",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "closing",
       "name": "Closing",
       "description": "End with the resolution and the lesson. Show what the world looks like after the villain loses, and leave the audience with the feeling — and the line — they'll repeat afterwards.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Inspire & conclude",
       "slideType": "text"
     }

package/dist/spec/catalogs/narratives/company-intro.json

@@ -24,7 +24,7 @@
       "id": "logo",
       "name": "Logo",
       "description": "Cover slide with the logo, tagline, and a single line of positioning. Set the visual tone — confident, branded, uncluttered.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Establish brand identity",
       "slideType": "text"
     },
@@ -34,7 +34,7 @@
       "description": "Capture the company in three or four lines: what you do, who you do it for, and how long you've been at it. Avoid jargon; an outsider should grok the business in fifteen seconds.",
       "instructions": "Capture attention",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "competitive-advantage",
@@ -42,7 +42,7 @@
       "description": "State the one or two things you do that the alternatives can't. Frame it as a structural advantage, not a feature list. The audience should leave able to repeat the differentiator in their own words.",
       "instructions": "Stand out",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "company-story",
@@ -50,7 +50,7 @@
       "description": "Share the founding insight or origin moment — why this company exists, told as a short story. Specific people, specific problems, a specific 'aha.' Story beats biography.",
       "instructions": "Share origin",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "offerings",
@@ -58,7 +58,7 @@
       "description": "Map the products and services into a coherent picture. Show how they fit together rather than listing them flat. The shape of the portfolio is itself a message.",
       "instructions": "Highlight products/services",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "ideal-customer",
@@ -66,7 +66,7 @@
       "description": "Define who you serve best. Industry, size, role, situation. Specificity here helps the audience self-select and signals you understand the customer well enough to be choosy.",
       "instructions": "Define target market",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "key-benefits",
@@ -74,7 +74,7 @@
       "description": "Translate offerings into three to five customer outcomes. Lead with the result, not the mechanism. Each benefit should answer 'what becomes easier or better for me?'",
       "instructions": "Emphasize value",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "success-story",
@@ -82,13 +82,13 @@
       "description": "Tell one named customer's story with concrete before/after metrics. A single specific story is more persuasive than a logo grid; pick one that mirrors the audience you're presenting to.",
       "instructions": "Showcase satisfied customer",
       "slideType": "text",
-      "layoutHint": "text-1x-left"
+      "layoutHint": "text-1x"
     },
     {
       "id": "closing-cta",
       "name": "Closing & CTA",
       "description": "Close with one line of why now and one specific next step — a discovery call, a pilot, a partner program. End with contact info that's easy to act on without searching.",
-      "layoutHint": "title-left",
+      "layoutHint": "title",
       "instructions": "Encourage action",
       "slideType": "text"
     }

package/dist/spec/catalogs/narratives/conference-talk.json

@@ -48,7 +48,7 @@
       "id": "recap",
       "name": "Recap",
       "description": "Restate the promise, the mechanism, and the call to action in a single short slide. Give the audience the line they'll repeat to a colleague and the one image that will stick with them after the lights come up.",
-      "layoutHint": "title-left"
+      "layoutHint": "title"
     }
   ]
 }