Eight Questions for Andreas Herrmann – Board Member of LVBG (Association of Berlin Galleries)

Berlin is one of Europe’s most important art hubs, yet the day-to-day business of running a gallery is becoming increasingly complex. Between international competition and growing administrative demands, the question arises: How can workflows be optimized and artworks managed efficiently?
In conversation with Mr. Herrmann of the Landesverband Berliner Galerien (LVBG), we explore the importance of professional digital structures and a centralized art database for the economic success of galleries. Discover why modern gallery software is becoming the backbone of sustainable growth in Berlin’s art market.

1. Mr. Herrmann, what motivates you in your work for the LVBG?

I care deeply about art, particularly here in Berlin – a vibrant, constantly reinventing, multicultural and open city. For art to be what it is here – diverse, innovative, provocative and willing to challenge – we need a strong alliance of everyone working in the arts. Because together, the scene is stronger, more visible and more influential.
Within this ecosystem, the LVBG represents Berlin’s galleries, which play a significant role in Berlin as an international art market hub. Through my work with the LVBG, I want to increase the visibility of Berlin’s art market and preserve and strengthen its importance within the city’s cultural landscape.

2. Which developments in Berlin’s art scene do you find particularly exciting?

At present, Berlin’s art scene – with its many artists, project spaces and institutions – as well as the cultural sector as a whole, is under enormous pressure due to cuts in cultural funding. This also has an impact on galleries and Berlin as an art market hub.
In this situation, it is important to stand together, act collectively and work towards solutions that are supported by everyone involved. Hopefully, the dynamics that emerge from this will help strengthen Berlin as a cultural hub in the long term, ensuring that the city remains an attractive place for artists from all over the world to live and work.

3. What role does good organization play in the economic success of galleries today?

Galleries are, of course, first and foremost committed to art – but ultimately, they are also businesses whose success depends on making the best possible use of their resources. The better galleries can optimize their workflows, increase efficiency and reduce friction, the more they can focus on the work of the artists, who in turn also contribute to their economic success.

4. Where would galleries currently most like to see improvements in their day-to-day work – particularly when it comes to managing artworks, data and contacts?

For me, it is important to have quick access to the information I need, to be able to link it easily where necessary, and then use it to generate the desired outcome.
Whether that means linking the data of an artwork with the details of the buyer to generate an invoice, or reaching out to collectors and other interested parties in a targeted way – whether with information or invitations.
Conversely, I need as much information as possible about artworks, artists and clients, which I can link together in different ways and use effectively.

5. Which processes in the day-to-day running of a gallery are still particularly time-consuming or prone to errors today?

The information I want to use has to be entered into the system beforehand. Carefully recording data on artworks and the contact details of people interested in art is time-consuming. Despite every effort to be thorough, mistakes can still happen.

7. What does a sustainable and future-oriented gallery scene mean to you?

For me, a sustainable and future-oriented gallery scene combines environmental responsibility with economic stability and social fairness.
A key role will be played by reducing the carbon footprint – through resource-efficient exhibition design, support for local artists, and climate-friendly logistics.

At the same time, the use of digital innovations is becoming increasingly important. As we explored at the LVBG’s first industry conference, “AI and Art(Market),” these innovations can help make Berlin’s art market more resilient and transparent.

8. Is there a particular LVBG project or initiative that is especially close to your heart?

The initiative that is particularly close to my heart is the VBKI-Preis BERLINER GALERIEN, which we launched ten years ago together with the VBKI (Association of Berlin Merchants and Industrialists) and the Berlin Senate Department for Economic Affairs, Energy and Public Enterprises.
The initiators see the award as an important means of supporting Berlin as an internationally significant and important art market hub. They also want to draw public attention to the important role galleries play in promoting and mediating contemporary art, as well as to their strong entrepreneurial commitment.
The visibility of Berlin as an art market hub is equally important to me, as it is to my fellow LVBG board members Nana Poll, Werner Tammen and Thomas Schulte.
We are currently developing new ideas for how we can strengthen this visibility across the city and for all market participants – both for Berliners and for our guests from around the world.

👉 Organize your artworks digitally and discover ARTBUTLER NEXT
👉 Explore the LVBG Art Calendar featuring current exhibitions and events.