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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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06 June 2026 15:15 - 15:45
Fireside chat - From signal to spend, turning uncertainty into investable decisions
Forecasts are being stress-tested more frequently than ever, yet boards and CEOs still expect clarity, confidence, and capital discipline even when assumptions refuse to hold. This fireside conversation explores how CFOs evaluate growth signals, protect forecast credibility, and translate strategic ambition into investment decisions under real constraint. The discussion will focus on how experienced finance leaders balance judgment and governance, decide when speed matters more than precision, and keep capital flowing without eroding trust. Key takeaways: - How CFOs pressure-test growth signals before committing capital in uncertain or volatile conditions. - Ways to maintain forecast credibility while assumptions, inputs, and external conditions keep shifting. - How judgment, governance, and decision velocity interact when translating strategy into spend. - Practical approaches to making high-stakes investment decisions without slowing the business or overrelying on false precision.