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Kate
Motonaga
CFO
Public Library of Science
Kate Motonaga is the Chief Financial Officer of the Public Library of Science (PLOS), serving as global CFO for a digitally native publishing and data platform with recurring revenue and international operations across the U.S., UK, Germany, and APAC. She leads enterprise finance, treasury, FP&A, governance, and cross-border entity oversight, partnering closely with the CEO and Board on capital allocation, performance management, and risk-adjusted decision-making. At PLOS, Kate has strengthened liquidity and treasury strategy, improved cash visibility, reduced banking costs, and enhanced investment risk management. She rebuilt forecasting through rolling forecasts, scenario modeling, and cash-flow planning to restore credibility and enable sharper board-level decisions. She has also modernized finance systems through ERP and EPM initiatives, automation, and data improvements that increase decision velocity and accountability. Beyond the CFO role, Kate serves as Audit Committee Chair and Board Director for the Fleet Science Center and is a Finance Committee Member and Board Advisor for ORCID, supporting governance, reporting integrity, and enterprise risk oversight.
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29 October 2027 15:30 - 16:15
Panel - The organisational resilience myth: Why some companies emerge stronger from disruption
Two companies get hit by the same disruption, same market, same starting position roughly. Six months later, one has lost momentum and the other has gained it. That gap rarely comes down to luck. This panel looks at what actually separates the two: the operating model choices, team structures, and decision rights that let some organizations respond in days while others take quarters, and why the difference usually shows up long before the disruption ever hits. Most resilience panels default to risk management and business continuity plans. This one is about something less discussed: the organizational design choices, made well before any crisis, that quietly determine who's still standing afterward, and who's ahead. Key takeaways: - The operating model and decision-rights choices that show up in genuinely resilient organizations, before disruption ever hits - Why some companies adjust in days while others take quarters, and what actually causes the gap - A way to pressure-test your own organization's readiness before the next disruption, not after