The strategic leadership role inside every major organization
How Waterloo alum Jas Dharia helps organizations navigate risk, AI and uncertainty
For Jas Dharia (BA ’02, MAcc ’02), Chief Audit Executive at GE HealthCare, change isn’t something to brace against. It’s something to plan for. In her experience, embracing change can create new opportunities.
“In today’s world, change is the new normal,” says Dharia. “If you are averse to change, it is going to be hard to adapt, develop new skills and advance your career. The key is staying curious and continuing to learn as the world around you evolves.”
Dharia oversees a global team responsible for assessing risk, governance and controls across a complex, multinational organization. Over the course of her career, spanning several industries, she has seen internal audit evolve from a function focused primarily on compliance and historical performance to one that provides forward-looking insights to help organizations navigate emerging risks and changing business conditions.
“When I first started out, audit plans were typically established through an annual planning process that focused on recurring reviews of certain key risk areas. Today, we are expected to remain agile. We’re adjusting our activities and priorities to evolve with emerging risks and business conditions.”
Risk assessments have also changed from control-focused exercises grounded in historical issues and compliance requirements to a more dynamic process that incorporates stakeholder feedback, data analytics, external risk intelligence and alignment with strategic objectives.
“The goal is no longer simply to identify where controls may fail, but to understand what could prevent the organization from successfully executing its strategy. We frequently pressure-test whether the audit plan is still appropriate, and we adjust as needed along the way,” Dharia explains.
That evolution mirrors broader shifts in the global risk landscape.
“Technology-related risks continue to command more attention in boardrooms and audit committee discussions,” she notes, pointing to cybersecurity and, more recently, artificial intelligence (AI).
“Now it’s cyber, given the increasing frequency, sophistication and potential business impact of cyber threats. Then we layer AI on top of that. We are responding to this shift and are advancing our IT and cybersecurity assurance capabilities, ensuring our audit approach evolves alongside the technologies and risks they are designed to assess.”
The pace of change means flexibility is no longer optional, and Dharia says her team must be ready to appropriately respond when facing today’s disruptions, which range from geopolitical shifts to supply chain disruptions.
“The goalposts move so frequently that you really have no choice.”
That agility is especially critical in health care, where Dharia now works within an organization that is developing AI-enabled medical technologies. She sees significant potential in how these technologies can support clinical decision-making and help providers manage growing demands on the health care system.
As an independent assurance function, Dharia encourages her team to see the broader purpose behind their work. Effective governance and oversight help create a strong foundation for responsible growth, operational excellence and long-term success.
“The work they do is so important. I remind the team that while our impact may not always be visible, the work we do helps the organization operate effectively, manage risk and make informed decisions.”
Foundational skills, built at Waterloo
That sense of purpose is something Dharia traces back to her time as an accounting student at the University of Waterloo. A first-generation university student, she credits her older brother with helping shape one of the most important decisions of her life.
"My brother attended Waterloo before me and had a great experience," she says. "Seeing the opportunities available through the accounting program and co-op helped me realize it was the right path for me."
She went on to complete her Master of Accounting degree and earned a place on the CPA Uniform Final Examination honour roll, ranking 11th in Ontario. Those experiences, combined with Waterloo's rigorous academic environment and extensive co-op opportunities, helped lay the foundation for her career.
“The co-op program is a tremendous asset and such a differentiator,” she says. “I was able to apply what I learned in school in a real professional setting at a very young age.”
Those early experiences also shaped how she thinks about talent. Technical knowledge matters, but it’s critical thinking, professional skepticism and communication that set people apart. She also encourages young professionals to be proactive — identify problems, suggest solutions and demonstrate leadership before being asked.
“I learned early in my career that promotions aren't rewards for past performance. It is recognition that you are ready for the next level,” she says.
Developing future leaders is one of the most rewarding parts of Dharia's role. In a profession that requires critical thinking, sound judgment and the ability to navigate ambiguity, she believes investing in people is just as important as managing risk.
"I've been fortunate to learn from exceptional leaders throughout my career," she says. "Helping develop the next generation of internal audit leaders is one way I can pay that forward."
That mindset, built over years of hands-on learning, ultimately prepared her to build and lead an audit function from the ground up. Looking back, Dharia is clear about the foundation that made it all possible.
“The program was rigorous,” she says of Waterloo, “but we had some great professors who were way ahead of their time. The caliber of students was equally impressive. Even today, many of my classmates are leading organizations, building successful careers and making meaningful contributions in their industries. It’s something I’m proud to see.”
