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Margaret Shine

Margaret Shine

Margaret Shine

Margaret Shine is the Group Head for Managed Services, Segment Solutions. She launched this newly formed global business in early 2011, responsible for developing and executing Advisors' global strategy for small banks and emerging markets. Ms. Shine's focus is on defining the solutions, sales and delivery channels and the customer experience that will differentiate MasterCard in this segment.

Prior to this role, Margaret was Senior Vice President on the Citibank North America Account Team for MasterCard Worldwide responsible for the North America business sales strategy During her tenure on the team she developed and executed significant business growth initiatives such as the launch of Citi's debit card program, expansion & upgrade of the Citi / AA affluent product set, securing impactful new card launch and / affluent portfolio conversions, and the strategic implementation of Diner's Club North America for MasterCard.

Earlier at MasterCard, she consistently held positions of increasing responsibility in the Sales / Account Management organization. Margaret's contributions included introducing key brokerage account programs, launching new co-branded products, expanding consumer and small business acquisitions programs, and introducing debit and on-line banking programs.

Margaret earned a liberal arts B.A. from Fordham University and resides in Fairfield County, Connecticut with her husband and two children. She can be reached at Margaret_Shine@mastercard.com

Recent Posts

Customer Strategy Drives Local Bank Success

Our July MasterCard study on community-based banks showed that customers are everything. Even in a post-recession economy, a clear customer strategy trumped deposit size and overall scale as the U.S. banking industry pulled out of the abyss of 2008. This is the last in our series of posts on that study and it details the
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Local Heroes Part 2: Creating a Sales Culture

As I detailed in my last post, the post-crisis economy produced revolutionary changes in the financial services market and consumer credit behavior. One of the less predictable results of the 2009-to 2013 period of time was the growth of community banks. According to the FDIC, the assets of community-based banks (between $100 million and $1
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Local Heroes: U.S. Community-Based Banks Emerge From Crisis with Global Lessons

For financial services companies of all sizes, time and history are starting to uncover the lessons from the 2008 financial crisis.  Bottom line: The US banking landscape, as well as the payment habits of consumers, were changed substantially. While the top tier of US banks have progressed and stabilized since 2008, community-based institutions played their
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