This paper examines the challenging factors confronting small to mid-level galleries through physical and other business model issues; the primary-market in New York City is merging traditional business models with new, alternative initiatives. Additionally, the paper offers alternative strategies that are developing in tandem with economic changes. Although New York City is the most important art capital globally, the high rate of small to mid-level gallery closures call into question the sustainability of art market business models. Among the problems that hinder sustainable growth are rising real estate costs, staffing, and huge expenses from continuous art fair participation. These challenges force galleries to evolve and create new, yet untested business models. Through the survey of several gallery alternatives occurring in the market, as well as in reference to a case study, this qualifying paper proposes a more viable art-business alternative. This examination serves to propose better and more sustainable business practices for small to mid-level galleries.