Operating an art gallery requires compliance with general business laws and several sector-specific rules tied to artworks, artist relationships, public access, and cross-border sales. This section should describe the permits, contracts, consumer protections, and operating practices the gallery will adopt to reduce legal risk and support credible operations.

Business formation and local operating permissions
Select a legal structure (e.g., sole proprietorship, partnership, LLC, corporation) and register the business name where required.
Obtain local permissions relevant to a customer-facing venue, which may include a general business license, zoning approval for retail/gallery use, and a certificate of occupancy for the premises.
If operating events (openings, receptions) with amplified sound or extended hours, confirm any neighborhood noise, hours-of-operation, and event permit requirements.

Premises, building, and public-safety compliance
Confirm the space meets building and fire codes for an assembly/retail environment (exit signage, fire extinguishers, occupancy limits, emergency lighting).
Ensure accessibility compliance (e.g., ramps, doorway widths, restroom access where applicable) and document an accommodation process for visitors.
If alcohol is served at openings, comply with local alcohol licensing rules and consider whether to partner with a licensed caterer to avoid direct licensing obligations.

Tax registration and sales tax/VAT on art sales
Register for applicable tax accounts (income/corporate tax, payroll tax if hiring, and sales tax/VAT if required in the jurisdiction).
Define how the gallery will apply sales tax/VAT to artwork sales, shipping charges, and framing/ancillary services, and how exemptions (e.g., resale certificates) will be verified and documented.
Maintain invoicing practices that clearly state artist name, artwork title/description, medium, dimensions, edition number (if applicable), sale price, taxes, commissions, and shipping/insurance line items.

Artist, consignor, and lender agreements
Use written agreements for consignment and representation to reduce disputes. Key terms to cover include:
Consignment period, pricing authority, commission rate and calculation basis, and payment timing after sale.
Title and risk of loss allocation, responsibility for insurance, and procedures for damage or theft.
Delivery/collection logistics, condition reporting at intake and return, and packing standards.
Rights to photograph and market the work, including for online listings, catalogs, and press.
Return rights, early termination, and dispute resolution (venue, governing law, mediation/arbitration if desired).
For works loaned for exhibition (museums/collectors), use loan agreements with condition reports, credit lines, permitted handling, and reproduction permissions.

Authenticity, provenance, and disclosure obligations
Implement an intake due-diligence process to document provenance, authenticity indicators, and any known restoration or condition issues.
Provide clear written disclosures to buyers about medium, edition size, authenticity documentation, and material facts affecting value (e.g., significant restoration, damage, or attribution uncertainty).
Maintain records supporting claims made in labels, catalogs, and online descriptions, and establish internal approval for high-value or high-risk representations.

Consumer protection, returns, and pricing transparency
Define a return/refund policy consistent with local consumer laws and apply it consistently; specify timelines, condition requirements, and treatment of custom framing or commissioned works.
Ensure pricing displays (wall labels, invoices, online) are clear and not misleading; address whether prices include tax, and how shipping/insurance is calculated.
For online sales, comply with e-commerce rules (required disclosures, cancellation rights where applicable, and delivery timelines) and keep proof of customer consent to terms.

Intellectual property (IP) and image rights
Sales of artworks typically do not transfer copyright; clarify in sales documents what rights the buyer receives (e.g., physical object only).
Obtain written permission for reproducing artwork images in marketing, catalogs, social media, and on the website, including duration, territory, and any credit requirements.
Use licensing agreements for limited-edition prints or merchandise and ensure royalties, approval rights, and quality controls are defined.

Import/export, cultural property, and cross-border transactions
If selling internationally or importing works, comply with customs declarations, tariff codes, restricted materials rules, and export licensing where required.
Implement screening to avoid dealing in stolen or illegally exported cultural property; keep documentation of lawful export from source countries when relevant.
If handling works containing regulated materials (e.g., certain wildlife products, ivory, specific woods), confirm trade restrictions and avoid prohibited transactions.

Anti-money laundering (AML), sanctions, and high-value transaction controls
Adopt procedures to identify and manage risks linked to high-value art transactions, including buyer/seller verification where appropriate, source-of-funds questions for unusual transactions, and record retention.
Screen counterparties against applicable sanctions lists when required in the jurisdiction, especially for cross-border sales and third-party payers.
Define acceptable payment methods, thresholds for enhanced checks, and policies for cash transactions.

Employment and contractor compliance
Classify staff correctly (employee vs. independent contractor) and maintain compliant payroll, wage-and-hour practices, and workplace policies.
Use written agreements for freelancers (installers, framers, photographers, curators) covering scope, payment, confidentiality, and IP ownership for created materials (e.g., photos, design).

Data protection and cybersecurity (client lists, online sales)
If collecting customer data (VIP lists, online accounts, payment info), comply with applicable privacy laws and provide a clear privacy notice.
Limit access to client lists, use secure payment processing, and establish incident response steps for data breaches.
Maintain consent records for marketing communications and provide opt-out mechanisms.

Insurance requirements and risk management
Carry appropriate coverage, commonly including general liability, property, fine art/inland marine (including transit), and workers’ compensation where required.
Document packing, handling, and shipment procedures; use condition reports and photo documentation to support claims.
If storing works for clients, define storage terms, liability limits where allowed, and insurance responsibilities.

Environmental, health, and hazardous materials considerations
If offering restoration, framing, or workshops, comply with rules around solvents, adhesives, ventilation, and hazardous waste disposal.
Maintain safe handling procedures for heavy works, installation hardware, and ladders; record staff training where appropriate.

How this will be documented in the business plan
The plan should list the specific registrations, permits, and policies the gallery will secure before launch; identify the person responsible for compliance; and outline a recordkeeping system for consignment contracts, provenance files, invoices, tax filings, and customer consents.

Financing an art gallery typically requires a mix of working capital (to cover rent, staffing, marketing, and art fair participation), inventory funding (to acquire or consign artwork), and cash-flow buffers (because sales can be irregular). Your financing plan should match the gallery’s model (consignment-first vs. buying inventory, primary market vs. secondary market, in-person vs. online) and the timing of key events (openings, fairs, seasonal demand).

Owner funding and retained earnings
Bootstrapping is common in early stages and is often the simplest way to preserve flexibility in curation and pricing.
Use this option for: initial fit-out, website and photography, launch marketing, and a modest operating reserve.
In your plan, specify: owner capital contributed, how much is allocated to lease deposit/build-out, and how many months of operating runway it covers.

Friends and family
This can bridge the gap before the gallery has consistent sales history, but it should be documented clearly.
Structure options include: a simple loan with a fixed repayment schedule, or equity with defined rights.
In your plan, include: written terms, whether repayment is tied to sales, and what happens if the gallery needs more capital later.

Bank loans and term financing
Traditional term loans can fund build-out and larger one-time investments, but lenders often require collateral and steady cash flow history.
Best suited for: established galleries with predictable revenue streams (e.g., recurring collector base, corporate sales, regular commissions).
In your plan, address: collateral availability, personal guarantees, and how debt service is covered during slow months.

Lines of credit (working capital)
A revolving line of credit can smooth uneven cash flow caused by exhibition cycles, consignment settlements, and art fair seasonality.
Practical uses include: paying rent and payroll while awaiting sales proceeds, funding shipping/insurance for exhibitions, and covering fair deposits.
In your plan, state: intended limit, draw-down triggers (e.g., before fairs), and repayment sources (commission receipts, online sales, corporate placements).

Inventory financing and artwork acquisition funding
If the gallery purchases artwork (rather than operating mostly on consignment), capital tied up in inventory becomes a major financing need.
Possible approaches include: secured lending against inventory (where available), short-term financing for acquisitions, or structured payments to artists/estates.
In your plan, clarify: percentage of works purchased vs. consigned, maximum holding period targets, and policies for discounting and write-downs.

Artist consignment (supplier financing by structure)
Consignment reduces upfront capital requirements but introduces obligations around reporting, care, insurance, and timely settlement.
Operationally, consignment functions like financing because the gallery is “funded” by inventory provided by artists.
In your plan, outline: standard consignment terms, settlement timing after sale, responsibilities for framing, shipping, and insurance, and how the gallery handles returns and damaged works.

Strategic investors and equity financing
Equity can fund expansion (second location, higher-profile fairs, stronger sales team) but may affect programming and decision-making.
Best fit for galleries with: a scalable sales engine (online + fairs + corporate), strong brand positioning, and clear growth strategy.
In your plan, define: investor rights (board/approval), use of proceeds, expected timeline to profitability, and how curatorial independence is protected.

Revenue-based financing and merchant cash advances (use carefully)
These products can provide fast capital tied to future sales receipts, but costs can be high and repayment can strain cash flow during slow periods.
Only consider for: short, clearly ROI-positive needs (e.g., a specific fair with committed collector interest).
In your plan, include: effective cost range assumptions, stress test for lower sales, and a clear exit/repayment plan.

Grants, public funding, and cultural programs
Depending on location, galleries may access arts grants for exhibitions, community programming, education, or artist residencies (often restricted funds).
These funds are usually not suitable for rent or general operating expenses unless explicitly allowed.
In your plan, list: target grant programs, eligible project budgets, reporting requirements, and how you will manage restricted vs. unrestricted cash.

Sponsorships and corporate partnerships
Brands and local businesses may sponsor openings, catalogs, talks, or community events in exchange for visibility and hospitality benefits.
This can offset marketing and event costs and help build corporate collector relationships.
In your plan, specify: sponsorship packages, deliverables (logo placement, private viewings), and how sponsorship aligns with the gallery’s brand.

Pre-sales, deposits, and commissioning structures
For exhibitions with strong demand, pre-sales or collector deposits can fund production, framing, and shipping.
Commissioned work can include milestone payments that reduce financing needs and production risk.
In your plan, define: deposit policies, refund terms, production timelines, and how you manage client expectations and artist payments.

Trade credit and vendor terms
Negotiating payment terms with framers, printers, installers, shippers, and art handlers can reduce short-term cash needs.
In your plan, include: targeted vendor terms, approval process for large vendor commitments, and controls to avoid overdue balances.

Key items lenders and investors will scrutinize
They will focus less on broad art-market narratives and more on evidence of execution and controls.
Include in your plan:
- Sales pipeline: collector outreach process, CRM usage, and conversion steps
- Gross margin model: commission rates, typical discounting policy, and who absorbs discounts (gallery vs. artist)
- Cash cycle: timing of customer payments vs. artist settlements and vendor bills
- Concentration risk: reliance on a small number of artists or collectors
- Risk management: insurance coverage (art in transit/on premises), security, and consignment documentation

How to choose the right mix
Match financing to purpose:
- Build-out and long-life assets: term loan or owner equity
- Seasonal cash swings: line of credit
- Exhibition production: pre-sales, deposits, sponsorships, or restricted grants
- Inventory purchasing (if applicable): dedicated acquisition funding with strict holding-period targets
Also include a contingency plan: a minimum cash reserve policy, a cost-reduction trigger list, and a backup funding source if a major show underperforms.

What to document in the business plan
Provide a clear financing table showing sources and uses of funds, plus brief terms assumptions (interest range, repayment period, equity percentage, or grant restrictions). Add a cash-flow narrative describing when financing is needed (e.g., before fairs, during build-out, before major exhibitions) and how repayments or investor returns are supported by realistic sales cycles and settlement timing.

The marketing and sales strategy for an art gallery should balance brand building (credibility, curatorial point of view, community presence) with a repeatable sales engine (lead generation, collector development, inventory rotation, and post-sale relationship management). The goal is to consistently attract qualified visitors, convert them into buyers at different price points, and grow lifetime value through repeat purchases, commissions, and referrals.

Target Segments and Positioning
The gallery will define a clear curatorial identity (e.g., emerging contemporary, regional artists, photography, sculpture, mixed media) and map it to buyer segments:
- New collectors: first-time art buyers seeking guidance, accessible pricing, and trust
- Established collectors: focused acquisitions, artist development, investment/collection coherence
- Interior designers and architects: project-based sourcing, reliability, and trade terms
- Corporate buyers: office collections, hospitality projects, gifts, and brand alignment
- Institutions and advisors: curator/advisor relationships, provenance, and documentation requirements
Positioning will emphasize authenticity, artist representation quality, transparent service, and a consistent aesthetic rather than attempting to appeal to all audiences.

Pricing and Offer Structure
Pricing will be aligned with artist career stage, comparable works, and market expectations, while preserving room for channel-specific terms. The gallery will maintain a “price ladder” to convert interest into purchase:
- Entry-level works (prints, small works, editions) to reduce purchase friction
- Core works (primary sales from represented artists) as the main revenue driver
- Premium/featured works (limited, large-format, or highly in-demand pieces) for margin and positioning
Offer structure will include clear availability, payment options (e.g., deposits, installment plans where appropriate), shipping/installation services, and straightforward terms for commissions and reservations. Discounting will be limited, consistent, and primarily reserved for designers/corporate accounts or repeat collectors to protect artist pricing integrity.

Channel Strategy (How Sales Will Happen)
Sales will be driven through multiple complementary channels:
- In-gallery exhibitions and private appointments (primary conversion environment)
- Online sales via the gallery website (inquiries and select direct purchases where appropriate)
- Art fairs and pop-ups (lead generation, collector acquisition, and visibility)
- Partnerships with designers, architects, and corporate procurement (recurring project volume)
- Artist and community collaborations (shared audiences and credibility building)
Each channel will have a defined role, cost expectation, and lead-capture process to ensure marketing activity results in measurable sales opportunities.

Customer Acquisition and Lead Generation
The gallery will prioritize qualified traffic over broad reach. Core acquisition tactics include:
- Exhibition programming with strong openings and curator/artist talks to create recurring attendance
- Email list growth via events, website forms, and social sign-ups (with clear consent)
- Social media content focused on artist stories, process, new works, installation views, and collector education (consistent cadence)
- Search-optimized website pages for artists, exhibitions, and available works; clear inquiry calls-to-action
- Local partnerships (luxury retail, hospitality venues, cultural organizations) for cross-promotion
- PR outreach to arts publications, local media, and event calendars with timely exhibition announcements
- Referral programs and “bring-a-collector” private previews to leverage existing patrons
All lead sources will feed into a single contact database with tags (collector, designer, corporate, press) to support targeted follow-up.

Sales Process (From Inquiry to Purchase)
The gallery will use a structured, consultative sales process designed to build trust and reduce uncertainty:
1) Capture: collect visitor/contact details at events and through the website; log artwork interests
2) Qualify: understand budget range, timeline, taste, display context, and decision makers
3) Present: share a curated selection with high-quality images, prices, dimensions, and availability; propose alternatives
4) De-risk: provide condition notes, provenance/artist background, framing/shipping/installation options, and return/exchange policies where applicable
5) Close: confirm payment method, delivery timeline, documentation (invoice, authenticity), and any special terms
6) Follow-up: installation check-in, care guidance, and invitations to previews aligned with their taste
The gallery will establish response-time standards for inquiries, templates for quotes, and a consistent approach to holds/reservations to avoid losing momentum.

Collector Development and Relationship Management
Revenue in galleries is often driven by repeat buyers; therefore, relationship management is core to the strategy:
- Segment contacts by interests, price range, and artists followed
- Provide personalized previews of new works before public release for top collectors
- Maintain a calendar of touchpoints (exhibition invites, studio visit opportunities, art advisory check-ins)
- Create collector education content (how to start a collection, caring for art, framing, commissioning)
- Track purchase history and wishlist items to proactively source suitable works and suggest complementary pieces
This approach supports higher conversion rates and increases lifetime value without relying on constant paid acquisition.

Corporate and Trade (Designers/Architects) Strategy
The gallery will build a dedicated pipeline for trade and corporate buyers, including:
- A trade-ready portfolio deck with available works, lead times, and artist statements
- Clear trade terms (commission structure, payment schedule, delivery/installation scope)
- Rapid quoting and mockups (digital wall previews, size comparisons, palette matching)
- Project management discipline (timelines, packing/shipping standards, documentation)
- Maintenance of a “ready-to-ship” selection for time-sensitive projects
This segment can deliver consistent volume and brand visibility when service reliability is high.

Online Presence and Conversion
The website will be designed to convert interest into inquiries and appointments. Essentials include:
- Dedicated pages for each artist and exhibition with strong visuals and clear inquiry buttons
- An “Available Works” section with transparent pricing where appropriate, or prompt inquiry workflows if pricing is sensitive
- Simple booking for private viewings and virtual consultations
- A press page and credibility assets (artist bios, curatorial statement, past exhibitions)
- Email capture with compelling incentives (preview access, invitations, first look at new works)
- Secure, consistent presentation of shipping, returns, and authenticity documentation policies

Promotion Calendar
Marketing activity will be organized around an annual exhibition and event calendar to create predictable peaks in demand. For each exhibition, the gallery will plan:
- Pre-launch: teaser content, press outreach, VIP previews, targeted emails to relevant segments
- Launch: opening reception, artist talk, social coverage, on-site lead capture
- Mid-run: behind-the-scenes content, collector appointments, corporate outreach, follow-up with interested leads
- Close: final call communications, placement updates, and post-show recap to drive next-event attendance

Partnerships and Community Strategy
The gallery will build credibility through high-quality partnerships rather than broad sponsorships. Priority partners include local cultural institutions, art schools, design studios, hospitality venues, and aligned premium brands. Collaboration formats may include co-hosted talks, curated displays in partner spaces, and collector events with shared invite lists (with proper consent and list ownership clarity).

Measurement and KPIs
Performance will be tracked through practical indicators tied to sales outcomes:
- Leads captured per event/exhibition and source (walk-in, referral, social, press, fair)
- Inquiry-to-appointment rate and appointment-to-sale conversion rate
- Average order value and mix by entry/core/premium works
- Repeat purchase rate and time between purchases for collectors
- Email list growth, open/click trends, and RSVP rates for previews
- Inventory turnover by artist and exhibition (to inform programming and pricing decisions)
Tracking will be maintained in a CRM or structured database and reviewed after each exhibition to refine messaging, programming, and follow-up.

Sales Policies and Risk Management
To protect reputation and reduce disputes, the gallery will maintain clear policies on holds, payments, delivery timelines, damage/insurance, authenticity documentation, and commissions. A consistent approach to discounting and trade terms will safeguard artist relationships and pricing integrity. Customer service standards (response times, packaging quality, installation support) will be treated as part of the marketing strategy because they directly drive referrals and repeat sales.

The Operations and Logistics section explains how the gallery will function day-to-day: how artwork is sourced and accepted, how exhibitions are produced, how artworks are stored and handled, and how sales and deliveries are executed. The goal is consistent exhibition quality, strong artist relationships, risk-controlled handling, and reliable customer fulfillment.

Operating model and workflow
Define the gallery’s primary model: artist representation (exclusive or non-exclusive), curated group shows, consignment sales, secondary-market works, or a hybrid. Document the end-to-end workflow to reduce errors:
1) Artist/collector intake & preliminary review
2) Curatorial selection and pricing proposal
3) Contracting (representation/consignment/sale agreement)
4) Inventory intake (condition report, photography, catalog entry)
5) Exhibition planning and production
6) Sales process and payment collection
7) Packing, shipping/delivery, installation (if applicable)
8) Post-sale documentation and settlement to artists/consignors
9) Returns, claims, and aftercare

Artist and artwork sourcing
Describe how the gallery will maintain a pipeline of works: studio visits, portfolio submissions, fairs, referrals, and relationships with collectors and estates. Establish selection criteria (conceptual fit, quality, edition practices, price positioning, reliability of supply) and a schedule for reviewing submissions. Specify whether the gallery will commission new work for exhibitions and how production timelines will be managed.

Contracts and consignment intake
Standardize agreements to reduce disputes and speed onboarding. Key terms typically addressed include: consignment period, commission structure, pricing authority, discount approvals, payment timing, insurance responsibility, permitted marketing use of images, exclusivity/territory, return conditions, and handling of damage. Maintain signed contracts before public display or listing. Define a consistent intake checklist:
Artwork identifiers (title, year, medium, dimensions, edition/AP details)
Provenance details (as applicable), authenticity documentation
Condition report at receipt with photos and notes
Agreed retail price and minimum net to artist/consignor
Packing materials received/required for return

Inventory management and documentation
Implement a system to track every artwork from arrival to departure (inventory IDs, location, status, pricing, and client holds). Maintain high-quality images and accurate metadata for labels, catalogs, website listings, and invoices. Track editions and reserves to avoid overselling. Define who can change pricing and how updates are logged. Plan for regular reconciliation (physical count vs. system records) and audit trails for high-value works.

Facility requirements and layout
Outline the physical setup: exhibition space, viewing room, receiving area, secure storage, packing station, and office/admin. Address environmental controls appropriate for fine art (stable temperature/humidity where feasible, light control, UV mitigation), security (alarms, cameras, controlled access), and fire safety. If the gallery is in a mixed-use building, note loading access constraints and how deliveries will be scheduled.

Handling, packing, and storage procedures
Define handling standards to prevent damage: gloves/clean hands, two-person lifts for large works, approved hanging hardware, and protected staging zones. Specify packing protocols by medium (paintings, works on paper, sculpture, fragile mixed media) and standard materials (acid-free tissue, corner protectors, foam, crates as needed). Document storage rules: works off the floor, separated by medium, framed works protected, works on paper stored flat in archival drawers where possible, and clear labeling of “front/top/fragile.” Assign responsibility for condition checks on arrival, before installation, after de-installation, and before shipping.

Exhibition planning and production
Create a repeatable calendar for each show, with responsibilities and deadlines. Typical production elements include:
Curatorial plan and checklist of works
Layout and sightlines; wall text and labels
Lighting plan and equipment needs
Framing, mounts, pedestals, vitrines, and hardware
Catalog/press materials, photography, and openings/events
Installation schedule, staffing, and any specialist installers
De-installation plan, repacking, and returns to artists/consignors
Include contingency planning for delayed artwork arrival, framing lead times, and last-minute substitutions.

Sales operations (in-gallery and online)
Define the steps from inquiry to closing: client qualification, price and availability confirmation, hold/reservation policy, discount approval process, invoice issuance, payment methods accepted, and delivery options. Clarify responsibilities for sales documentation: certificates of authenticity (when applicable), bills of sale, and any resale restrictions or artist rights notices required in your jurisdiction. For online sales, specify how listings will be kept current, how taxes/shipping will be calculated, and how packaging standards will match in-gallery quality.

Payment processing and settlement
Set a policy for when the gallery releases funds to artists/consignors (e.g., after payment clears and any return window closes). Define how commissions and shared expenses (framing, shipping, fair fees, marketing) are allocated and approved. Maintain clear remittance statements that show gross sale price, discounts, taxes (if applicable), direct costs, commission, and net payable. Document how refunds, chargebacks, and partial payments are handled.

Shipping, delivery, and installation logistics
Specify shipping partners: fine-art shippers for high-value/fragile works, standard carriers for lower-risk shipments, and local courier/delivery for in-city clients. Document shipping SOPs:
Pre-shipment condition check and photos
Packing method selection and labeling
Insurance coverage confirmation and declared values
Customs/export documentation for international shipments (if applicable)
Tracking and delivery confirmation; client inspection on receipt
If the gallery offers installation, define scope (hanging, placement, lighting adjustment), site requirements, client approvals, and liability waivers where appropriate.

Insurance, risk management, and compliance
Identify the insurance coverages required for operations: property coverage for the premises, fine art/inland marine coverage for works in custody and in transit, general liability for visitors and events, and workers’ compensation where required. Implement incident reporting for damage/theft, and define immediate steps (secure area, document, notify insurer, notify artist/consignor, preserve packing). Address legal/compliance considerations: consumer refund policies, privacy for client lists, anti-money laundering procedures where applicable, and adherence to copyright rules for images used in marketing.

Vendors and outsourcing
List key vendor categories and selection criteria: framers, printers, fabricators, art handlers/installation crews, photographers, conservators, IT/web providers, cleaners, and event caterers. Define how vendors are approved, how quotes are obtained, and who signs off. Maintain a preferred vendor list with lead times, service levels, and after-hours availability for exhibition changeovers.

Staffing and roles
Describe required roles and coverage by opening hours and exhibition cycles: director/owner (strategy and top clients), gallery manager (operations and scheduling), registrar (inventory and documentation), sales associates (client engagement), art handlers/installers (in-house or contracted), marketing/PR, and bookkeeper. Define access controls (who can authorize discounts, move artworks, release inventory, or approve shipments) to reduce risk and improve accountability.

Technology stack
State the systems used to run operations: inventory/CRM platform, accounting software, POS/invoicing, website CMS/e-commerce (if applicable), digital asset management for images, and a shared calendar/task tool for exhibition production. Include backup practices (cloud + local where appropriate), user permissions, and procedures for maintaining accurate client and artwork records.

Quality control and key operating policies
Establish policies that directly affect reputation and profitability:
Artwork hold policy and duration
Discounting limits and required approvals
Return/refund policy (especially online sales)
Condition reporting standards and photo documentation requirements
Labeling and wall text review process to prevent errors
Privacy and discretion standards for collectors and pricing conversations

Key operational metrics
Identify practical indicators to monitor operations without relying on industry averages: exhibition turnover time, on-time installation completion, number of inventory discrepancies, damage incidents, average time from sale to delivery, inquiry-to-sale conversion, aging of consigned inventory, and days to settle payments to artists/consignors. Use these metrics to improve scheduling, reduce handling risk, and strengthen artist confidence.

Operational calendar
Include a yearly schedule: number of exhibitions, changeover weeks, art fair participation (if any), submission review periods, catalog/press deadlines, and planned maintenance (lighting checks, repainting, security system servicing). A visible calendar helps align artists, vendors, and staff, reducing last-minute logistics costs.

The Human Resources & Management section should explain how the gallery will be led day-to-day, who is accountable for core outcomes (sales, programming, collections care, visitor experience), and how staffing will scale with exhibitions, openings, and seasonal demand. Investors and lenders will look for clear roles, qualified oversight of artwork handling, and controls that reduce operational and reputational risk.

Management Structure
A typical art gallery benefits from a lean structure with clearly separated responsibilities for commercial activity, curatorial programming, and operations. Define the proposed structure and reporting lines, for example:
Founder/Managing Director (P&L ownership; strategy; artist relationships; key collector accounts; partnership deals; high-level approvals)
Gallery Director or Head of Sales (sales targets; clienteling; pricing coordination; CRM discipline; sales reporting)
Curator/Program Director (exhibition calendar; artist selection and contracts; interpretive materials; programming/events; loans and collaborations)
Operations & Registrar Lead (inventory control; condition reports; shipping/packing; insurance coordination; installation planning; compliance documentation)
Marketing & Communications Lead (press outreach; email/social content; brand guidelines; website updates; event promotion)
Visitor Services / Gallery Associates (front-of-house; tours; lead capture; point-of-sale; basic artwork information under guidelines)
Art Handlers / Install Crew (installation; de-installation; storage moves; lighting and hanging under registrar/operations supervision)

Key Roles and Responsibilities (what to include in the plan)
Clarify role ownership for critical workflows to avoid gaps:
Artist onboarding and representation agreements (owner: Founder/Curator)
Exhibition planning and production timeline (owner: Curator; support: Operations/Marketing)
Pricing, discount policy, and approvals (owner: Founder/Head of Sales; controls documented)
Consignment intake, inventory tagging, and location tracking (owner: Registrar/Operations)
Condition reporting, handling standards, and packing protocols (owner: Registrar/Operations)
Shipping, customs, and courier selection (owner: Operations; approvals for high-value shipments)
Insurance coverage and claims process (owner: Founder/Operations)
Sales pipeline management and CRM hygiene (owner: Head of Sales; team compliance)
Client privacy and data handling (owner: Founder/Marketing; access controls defined)
Press approvals and brand voice (owner: Marketing; final approval: Founder)

Founder/Leadership Profile
Summarize the leadership team’s relevant experience in art sales, curation, collections management, hospitality, or luxury retail. Focus on credibility markers such as prior gallery roles, relationships with artists/collectors, experience coordinating exhibitions, and familiarity with art logistics and risk controls. If experience is limited in any area (e.g., registrar functions or international shipping), state how it will be covered (hire, consultant, or service provider).

Staffing Plan (phases)
Describe staffing in phases tied to your operating model and exhibition cadence:
Pre-launch (set-up): core leadership + part-time marketing/PR + contract installer/art handler as needed
Launch period: add gallery associates for opening hours, event support, and lead capture
Stabilization: hire or formalize registrar/operations capacity to improve inventory control and reduce handling risk
Growth: add dedicated sales coverage, curator/program support, and stronger digital marketing/content production
Peak events/exhibitions: rely on vetted freelancers for installation, lighting, security, and event staffing

Recruitment Sources and Hiring Criteria
Explain how you will source candidates and what “qualified” means for each role. Common sourcing channels include art school/alumni networks, museum and gallery job boards, local cultural organizations, luxury retail talent pools, and freelancer networks for art handling. Define screening criteria such as:
Front-of-house: professionalism, sales aptitude, comfort discussing art, reliability, ability to capture leads without pressure
Sales: proven clienteling, negotiation discipline, CRM experience, discretion with high-net-worth clients
Curatorial: research strength, network with artists, production planning, writing/editing for labels and essays
Registrar/operations: inventory systems, condition reporting, packing standards, shipping vendor management, attention to detail
Handlers/installers: safe lifting practices, tool competence, wall/rigging knowledge, cleanliness, punctuality, references

Training and Standard Operating Procedures
Training reduces risk and ensures a consistent visitor and collector experience. Outline what will be documented and trained:
Artwork handling: gloves, surface protection, two-person lifts, approved packing materials, labeling, photography protocols
Condition reporting: standard template, photo documentation, sign-off process at intake and before shipment
Inventory control: unique ID system, location updates, movement logs, regular spot checks
Sales process: inquiry response standards, follow-up cadence, quoting templates, payment terms, discount approval limits
Visitor experience: greeting script, tour flow, accessibility considerations, escalation for sensitive questions
Event operations: checklist for openings, capacity management, vendor coordination, emergency procedures
Security and loss prevention: opening/closing procedures, CCTV/alarm responsibilities, incident logging
Data privacy: CRM access levels, handling collector information, photo permissions, NDAs where appropriate

Compensation and Incentives
Describe compensation philosophy and how it supports both sales performance and brand integrity. For sales roles, outline an incentive plan tied to measurable outcomes (e.g., sales closed, margin protection, timely documentation, CRM compliance) rather than only volume. For associates, consider performance metrics such as lead capture quality, event execution, and reliability. Note that compensation in art contexts should reinforce discretion, ethical conduct, and accurate representation of works.

Culture, Ethics, and Compliance
Art galleries depend on trust. State the standards you will enforce:
Authenticity and provenance diligence (document retention and clear disclosures)
Conflict-of-interest policy (e.g., staff purchases, preferential allocation, secondary market dealings)
Anti-harassment and professional conduct during events and client interactions
Financial controls and segregation of duties (payments, refunds, discounts, and inventory movements)
Clear policies on consignments, returns, and complaints handling

Use of Contractors and External Partners
Many galleries outsource specialized tasks. Specify which functions will be contracted and how quality will be controlled:
PR agency or freelance publicist (deliverables, press list ownership, approval workflow)
Art shippers/packers (service level expectations, insurance verification, chain-of-custody documentation)
Installers/framers/lighting specialists (scope, safety standards, timeline accountability)
Bookkeeping and legal counsel (contract templates, consignment terms, IP/image rights, employment compliance)
IT/web developer (site updates, security patches, e-commerce setup if applicable)

Performance Management
Define how you will measure and manage performance without relying on precise market statistics. Include practical KPIs and rhythms:
Weekly: sales pipeline review, open inquiries, follow-up aging, upcoming viewing appointments
Monthly: exhibition performance debrief, marketing outcomes, visitor feedback themes, inventory reconciliation checks
Quarterly: staff development goals, training refreshers, vendor scorecards, process improvements
Role-specific indicators: response time to inquiries, accuracy of inventory records, condition report completion rate, event execution quality, press placement consistency, conversion from leads to appointments

Succession and Continuity
State how operations will continue if the founder is unavailable. Identify delegated authorities (e.g., discount approvals up to a limit, shipping approvals, press statements), documentation repositories, and access controls for key systems (CRM, inventory database, website, banking). This reassures stakeholders that the gallery can operate reliably and protect assets.