The art gallery business is rich with family dynasties. The children of dealers often have the advantage of growing up immersed in the gallery’s culture. At the same time, the art market has grown dramatically over the last two generations. Whereas art galleries were once operated by just a handful of people, now even medium-sized galleries are complicated businesses with multiple properties worldwide, diversified investments, and complex financial arrangements. Their rosters can stretch to dozens of artists. So, the younger generation is faced with maintaining a very different business while preserving the same ethos. Lucy Mitchell-Innes and David Nash parlayed their extensive experience at Sotheby’s – where Mitchell-Innes headed the worldwide contemporary division, and Nash led Impressionist and Modern – into a New York gallery. They became leaders in the secondary market before beginning to work with contemporary artists. Their daughter Josephine first tried another career, working on Charlie Rose’s television show. ‘That was intense, and she wanted a break,’ says Mitchell-Innes. ‘I said, “You can sit in the front and answer the phone.” She showed natural leadership quite quickly. About three months in, she came into my office and said, “I really have tremendous respect for what you do.” She saw the difficulties and the challenges.’ ‘She started with marketing, and she had a good grasp of that,’ says Mitchell-Innes, ‘and then began attending art fairs and overseeing relationships with artists. What was interesting was to see just how much someone who lives with art and hears it talked about in the house just absorbs. I was amazed how much she knew.’