Clients

We provided a series of professional development seminars to the membership on: branding; building loyal client relationships; and, improving gallery management through real-time financial reporting.

We helped this fast-growing education organization develop a 5-year plan by measuring current performance and customer appetite for new programs and services. The client now has a quantitative basis to evaluate various growth opportunities at the local, regional and national level.

Saudi Arabia’s largest contemporary art gallery wished to incorporate a project management team to respond to large scale commissions; and, a foundation to celebrate and preserve cultural heritage. We developed the staffing and financial model to integrate and manage all three entities successfully.

An esteemed artist-run gallery was rapidly expanding. We clarified roles and responsibilities among the founders and a larger team to operate at a new scale.

The auction house sought to optimize its web site to better serve new and existing customers worldwide. We conducted usability testing and reviewed best practices across various industries. We supported Christie’s objective to enhance interactivity on the site by creating richer user profiles based on preferences and past transactions.

This sector leader in media relations expanded its service offering to include digital marketing. We facilitated a mutually beneficial strategic partnership.

A public relations firm opening a second office in Los Angeles wanted a plan for a seamless expansion. We implemented a number of systems to centralize client and corporate information, which, in turn, resulted in more efficient and profitable project management.

A new Executive Director at Michigan’s second largest museum wished to re-focus the museum’s Board and staff on audience development and engagement. We identified the skills and resources necessary to attract younger and more diverse audiences to the museum and its affiliated art school.

The imaginative and technical versatility of the brothers has made them among the most sought-after artists in the world of collectible art and design.  We worked with the brothers and studio craftspeople to clarify their purpose and prioritize the opportunities coming their way.  The plan is to enable them to explore new avenues of artistic practice while building on the depth and vitality of their work in ceramic, precious metal, glass, beading, and fur.

The New York art fair is known for its curatorial point of view.  While many gallerists and collectors are experiencing “art fair fatigue,” Independent is strengthening a distinctive offering that has won critical acclaim.  We worked with the fair’s founder to develop a model that frees gallerists from mounting commercial pressure, to showcase a wider range of international and emerging artists.

ICI supports a global network of curators who are building stronger art communities outside of traditional art centers. Together, we looked at the changing museum landscape and sought ways to leverage ICI’s convening power, financial support, and media attention to develop more public programs that embrace experimentation and collaboration.

Exciting online exhibitions mounted during the pandemic raised Fuentes’ profile, while other galleries were scrambling to migrate to digital platforms. Fuentes is known for re-vivifying and re-contextualizing the work of overlooked or under-valued artists. We helped the team think through the move to a new location in Tribeca and a second gallery in Los Angeles.

One of New York’s premier contemporary art galleries undertook a major expansion of its Chelsea venue, built a showcase gallery in Seoul, and opened a venue in London, to exhibit work by a distinctive and diverse roster of artists. We support the leadership team as they continually refine a long-range strategy to penetrate the international art market.

A storied gallerist was preparing for significant expansion into global markets and sought our support to buttress the infrastructure and add staff capacity.  The gallery has a reputation for amplifying its program with performances and publications that add new dimensions to curated exhibitions.  The gallery is better positioned to expand its program of contemporary artists.

After opening galleries in New York City, Shanghai, Beijing and Los Angeles, Lisson has evolved from a well-respected European gallery to a major player on the global stage. A seasoned and sophisticated management team wishes to remain true to a culture founded on loyalty and trust while competing in an increasingly transactional marketplace.

A pivotal broker in the cultural development of Lower Manhattan, the arts council sought strategic and operational support to take full advantage of new public programming and funding opportunities while continuing to provide grants, artist services and residencies.

The decision by gallery owners— esteemed secondary market dealers who opened a large new space in Chelsea to serve the primary market– created some brand confusion in the art world. An in-depth analysis of staff capabilities, access to works and new partner opportunities helped to re-align the gallery’s brand position.

The pre-eminent American institution in its field, the museum doubled its exhibition space and programs at its new landmark location on 2 Columbus Circle. We worked with Board, staff and external consultants to ensure that operations are scalable and aligned to its unique position in the cultural landscape of NYC.

A non-profit platform for arts professionals to connect, to learn and to foster collaboration sought a more strategic approach to long-range planning and financial sustainability. NADA’s membership receives a greater range of benefits than ever before.

The gallery, located in Miami, draws connections between design, painting and sculpture. Johnson is known for pairing ground-breaking women artists and a younger generation who were influenced by them. We urged the gallery to raise visibility in New York and Los Angeles to take full advantage of an increasingly national profile.

At the forefront of artist representation since its founding, Pace is anticipating how changes in technology and communication will deracinate the art world from traditional capitals like New York and London.  We are collaborating with the leadership team to identify those strategies that will bring artists and audiences together seamlessly.

A strong leadership team was held back from timely decision making because of a lack of readily available data. We worked with managers to improve the information flow and shore up a digital marketing strategy. The expanded gallery has moved into one of Chelsea’s premier locations.

A champion of younger artists, the London art dealer has to manage the demand for coveted works while protecting the artists from non-stop market forces. We worked with artist liaisons to take a more methodical approach to market development that would enhance the value of the gallery as a true business partner.

A strategic communications firm is continually assessing the evolution of print, broadcast and interactive media platforms. We organized a two-day professional development retreat featuring industry analysts and journalists to explore the future of media relations and user-generated content.

A NYC museum with an outstanding collection of Himalayan art and a dynamic program of public events is planning their 10th anniversary. We were brought in to advise on the brand strategy and the implementation of a 360 degree marketing campaign to raise awareness; drive traffic to the museum and its website; and, cultivate relationships with visitors, members and donors.

A new foundation was launched to provide direct support to artists and communities throughout the U.S. We worked with the Executive Director to draft top line goals in every operating area prior to the first round of grant-making.

Partners have steadily built one of New York’s most esteemed galleries through long-term relationships with visionary artists and clients who are unfazed by market trends. We have explored ways to build on their uniquely strong relationships with museums across the country.

A new Executive Director stepped into the role at the start of the pandemic and a country-wide lockdown. We worked with her and the senior leadership team to articulate a strategic plan that acknowledged the changing role of museums in general; Serpentine’s unique leadership position in curatorial practice; and, its ambitious partnerships with global brands.

A renowned acting teacher opened a studio devoted to teaching the Meisner technique to passionate actors. We helped home in on effective recruitment strategies, as well as improving financial and operational systems that would enable the business to scale to full capacity.

In a new location in Chelsea and representing some of the world’s leading fine art photographers, we worked with the management team to take full advantage of the increasing interest in the medium by individuals and museums alike.