Greg Boosin’s career begins with numbers and lands, eventually, on feelings. As an equity research analyst at J.P. Morgan Securities, his job was to understand what made a business work. Later, as a brand manager for Banana Boat sun care, the question changed: what makes a person notice, choose and remember? Those look like separate disciplines. One faces the balance sheet; the other faces the shelf. In Boosin’s career, they became neighboring rooms.
That range now matters at Equitable, where Boosin became Chief Marketing Officer in June 2025. He joined the Operating Committee and took responsibility for marketing across Retirement and Wealth Management. The products are financial, but the circumstances around them are deeply personal: a first conversation with an advisor, the arithmetic of stopping work, the hope that savings can become a durable income, the unease that accompanies any promise stretching decades into the future.
Boosin arrived with 25 years of marketing experience and an unusually broad view of how an institution speaks. His résumé includes finance, consumer products, strategy consulting, investor relations, merchant sales, product development, lead generation and brand. The connective tissue is translation. He has spent a career turning what a business does into language that another person can use.
The useful zigzag
Before Mastercard, Boosin developed strategies for companies including Reuters, SAP, Pfizer and Johnson & Johnson. He served as director of North American strategy consulting at FutureBrand. The client list crossed technology, healthcare and consumer goods, an education in how different categories hide complexity and how a positioning exercise can expose it.
Then came Mastercard. He stayed for nearly 20 years, long enough to see both the company and the meaning of its brand change. His roles included marketing strategy and chief of staff to the chief marketing officer, deputy investor relations officer, leader of a merchant sales team and, eventually, Executive Vice President of Global B2B & Product Marketing. The succession is revealing. Boosin learned how a marketing plan looks to finance, how a corporate story sounds to investors, how a proposition survives contact with sales and how a global brand must flex without losing its center.
By his final Mastercard chapter, he had built and led a team across four business units and five regions. The remit covered lead generation, sales enablement, client acquisition, RFP support, go-to-market work and the articulation of value propositions during product development. It also included the in-house Creative Studio. Brand and demand, often treated as rival camps, sat inside the same job.
The value of the long tenure was not stasis. It was accumulated context. Mastercard was becoming more than the familiar card symbol, with services in data, security, open banking and other forms of payment. Marketing had to borrow trust from the consumer brand while explaining a widening B2B portfolio. That is difficult because familiarity can become a box: the audience recognizes you so quickly that it may stop looking.
“Businesspeople are people too.”Greg Boosin, writing on B2B marketing and Mastercard’s multi-sensory brand
People on both sides of the acronym
Boosin’s answer was grounded in a plain observation. “Businesspeople are people too,” he wrote in 2021. The line cuts through decades of stiff B2B convention. A procurement lead may be evaluating a technical platform, but attention, memory and confidence still shape the decision. Logic does not cancel emotion. The more complex the purchase, the more important it becomes to make value felt as well as understood.
At Mastercard, that idea appeared in work that stretched the brand across senses and situations. The company had moved toward a symbol-only logo, sonic branding and culinary experiences. Boosin described the other half of sensory engagement as sensibility: listening to what matters to people and connecting technology, creativity and inclusion. In a talk at NYU in 2024, he used Mastercard’s WhereToSettle tool for Ukrainian refugees in Poland as one example of those elements meeting a concrete need.
He also kept returning to the fundamentals. “What is the insight and where is the tension?” was his compact description of the marketer’s work. It is a useful question because it prevents technology from becoming the story by default. New tools can change the possible answer. They do not remove the need to find the problem.
That last principle surfaced in a 2024 discussion of the ANA Marketing Capabilities Framework. “It’s not a Monopoly Board,” Boosin said. He called the framework a template to fit into a company’s actual capabilities. The joke carries an operator’s skepticism toward tidy diagrams. Organizations do not advance by rolling dice and following a universal path. Their people, incentives and starting positions matter.
The human cost of clean boxes
Org charts make lines look crisp. Reorganizations show how blurry they are. During a major restructuring at Mastercard, Boosin had to introduce processes, reorder priorities and bring teams in different regions toward a shared direction. In a 2025 podcast released days after his Equitable appointment, he discussed not only structure but the emotions created by change. The point is easy to miss in transformation plans: every box being moved contains people who have built expertise, habits and relationships inside the old one.
Boosin’s own route across departments gave him a practical advantage. He knew the pressures each function carried. Investor relations needs a defensible story. Sales needs a proposition that works in a live conversation. Product needs the market’s needs inside development, not sprinkled on at launch. Creative needs a clear problem and room to solve it. Global teams need coherence, while regional teams need relevance. Breaking a silo is less about deleting a line than understanding what the line was protecting.
People who have worked with Boosin describe high expectations paired with coaching, engagement and listening. His public activity carries a similar cadence. He celebrates teams by naming colleagues and partners. After Equitable and its collaborators received gold and silver honors from the Financial Communications Society, he wrote that the awards were good, but celebrating with friends old and new was what made the night “priceless.” The old Mastercard language had become a light personal joke.
Another detail sits far from the conference circuit. Since 2020, Boosin has volunteered as a puppy home-socializer for Guiding Eyes for the Blind. In 2022, he also helped coordinate a Mastercard volunteer day at the organization’s Yorktown campus, where employees built and painted crates, bathed dogs and prepared treats. It is tactile work, measured in small routines and patient repetition. The future guide dog learns how to move through a human world because someone makes ordinary days useful.
A new category of uncertainty
At Equitable, Boosin inherited a brand with roots reaching to 1859 and a modern brief across retirement and wealth management. His stated goals are growth, deeper client engagement and greater brand awareness. Each sounds like standard corporate language until it meets the customer’s reality. Retirement is a collection of projections attached to an unknown future. Wealth management asks people to discuss goals that may be precise, emotional or still taking shape. Marketing must create attention without making the consequential feel casual.
His early activity suggests the familiar pattern of learning before declaring. In 2026, Boosin brought Kellogg professor Jim Lecinski to discuss The AI Marketing Canvas with Equitable’s marketing team. His post began, “Always be learning!” He also highlighted behavioral science and Social Security discussion at a retirement conference, and praised an Equitable Individual Retirement team selected as a finalist in Gartner’s 2026 marketing awards for personalized campaigns.
Those threads fit the assignment. Artificial intelligence can help a marketing organization work faster and personalize communication. Behavioral science can help it understand why people delay or avoid decisions. Neither removes the obligation to be clear. The financial category does not need more manufactured urgency. It needs language, experiences and advice that help a person see the next reasonable step.
“What is the insight and where is the tension?”Greg Boosin on the enduring fundamentals of marketing
Boosin’s career offers a model for that kind of work. The analyst in him asks what the evidence supports. The brand manager asks what will be remembered. The strategist names the choice. The sales leader listens for resistance. The product marketer finds the value a customer can recognize. The executive tries to arrange all of them around the same table.
There is no clean board for the next part. A 166-year-old financial institution, new technology, shifting expectations and millions of individual decisions will resist any fixed route. Boosin has spent his career preparing for precisely that messiness. His advantage is not a single campaign or title. It is the habit of crossing the room, learning the language spoken there and returning with a story the rest of the company can use.