Most galleries run lean. Maybe it's you alone, maybe it's you and two others, maybe it's a team with a fair next month. Either way, everything that keeps the lights on runs through the same few people: the sale, the shipping quote, the artist who wants an update, the collector who wants a price, the invoice nobody chased. Very few spaces have the help the job needs: someone on the inbox, someone on the follow-ups after an opening or a fair, someone on the consignment dates, someone on the press note. The reason is margins, almost never effort. That kind of help is a salary, and for most galleries the money goes into the rent, the shows, and the fairs, in that order, with nothing left over.
I've run a gallery for 16 years and produced fairs of my own, and the hardest thing to watch is a good gallery doing everything right and still falling behind on everything that isn't the show. An inquiry comes in during install week and sits for three days. The sign-in book from Saturday's opening is still on the desk on Thursday, and the people in it have cooled. A consignment term ends and you find out when the artist asks for the work back. The press release gets written at midnight because that's the only hour nobody needs you. None of it is hard. There's just too much of it, and all of it waits for the same person.
At some point I stopped thinking the answer was "find the money for one more salary" and started thinking there had to be a better way for a gallery to support itself. That's what Second Unit is.
It isn't for every gallery, and it won't be the right answer for every space. If you already have the right people around you, you don't need this. If you don't, and you've been carrying all of it yourself, I built this for you.
A reply that comes three days late costs you the sale. The collector was serious on Saturday. By Wednesday they bought something else.