EVP, Consumer and Small Business Banking, KeyCorp
Like others in the banking industry, KeyCorp had to scramble to make up for revenue lost to regulatory changes, and much of this maneuvering fell to Maria Coyne.
Under her leadership, Key built the capability to run a credit card operation and bought a $725 million card portfolio from U.S. Bancorp in 2012. Notably, Key was not buying the cards of a bunch of strangers. The portfolio consisted of 400,000 former and current Key customers, who, collectively, had $10 billion in loans and $6 billion of deposits there.
Coyne says that by owning the full relationship, Key can learn more about them. It is insight Key plans to use to craft more appealing offers and help grow revenue.
Coyne also led the conversion and nearly flawless integration of 37 former HSBC branches in New York state, a strong boost to the company's Buffalo and Rochester markets. Now Key is in the midst of rationalizing the rest of the branch network, an effort that will continue through the end of 2013. About 70 of its branches, or 5 percent, will be closed or consolidated. Though this is always a tricky proposition for any bank, Coyne says the early results of her paring are promising. For the 19 branches closed last year, client and revenue retention exceeded internal expectations and industry standards.