Q&A with Heidi Morin, MSN, MBA, FABC, Founder and CEO of Parity Healthcare Analytics
An indepth discussion with healthcare innovator Heidi Morin, MSN, MBA, FABC
As we all know, the start of innovation comes with identifying the problem. Tell me a little about where you started with developing the “problem statement.”
The problem that sparked Parity Healthcare Analytics was one I lived firsthand as a nurse leader: hospitals struggle to balance financial responsibility with safe, high-quality patient care. Workforce decisions are often made with incomplete data, and nurse leaders are expected to manage staffing and productivity without the tools or insights that other industries take for granted.
The tipping point came when I realized that hospital finance teams and nurse leaders were often speaking different languages. Productivity targets were imposed without context, and frontline realities weren’t reflected in financial models. That disconnect leads to staffing decisions that can compromise both patient care and fiscal sustainability.
So, our problem statement became clear: Healthcare organizations need a better way to measure, analyze, and optimize nurse staffing—one that brings together financial and operational realities in a way that makes sense to both nurse leaders and finance teams.
Could you give a high-level overview of how Parity came to be? How did you start this journey once the problem was identified?
Parity Healthcare Analytics was born out of necessity. As a hospital leader, I saw firsthand how nurse leaders were expected to manage staffing without data that truly reflected their realities—especially in Obstetrics (OB) and Neonatal ICU, where complexities are unique. I knew there had to be a better way.
The first step was trying to find a solution to help me better communicate our staffing needs to my Finance Team. I was getting pressured to reduce my workforce, when I felt we needed more nurse staffing. This is when I created the first version of Parity! I tested this first version on my own units. Within six weeks, we identified that our staffing levels were 9.6 FTEs short based on industry standards. Using this data, I translated the total workload and FTE needs into a financial framework that my hospital’s finance team could understand. This not only justified additional nursing positions but also reduced labor costs, improved morale, and decreased turnover.
Encouraged by these results, I presented my findings at AWHONN’s National Convention, first as a poster presentation, then as a podium speaker the following year. That’s when peers from across the country urged me to turn this into a scalable solution for hospitals everywhere. That was the moment Parity’s journey truly began.
To bring it to life, I secured grant funding to develop the software and conducted two years of pilot testing across hospitals in the U.S. and Canada. The results were consistent and powerful—real-time data empowered nurse leaders to staff more effectively and efficiently.
That’s when I made the leap—I resigned as a Nurse Director to pursue Parity full-time. The mission was clear: give nurse leaders the tools they need to balance quality patient care with fiscal responsibility. And that’s exactly what we’re doing today.
What are some of the challenges you face when getting buy-in from your stakeholders?
One of the biggest challenges is the misalignment between finance teams and nurse leaders. Finance teams often look at staffing through a productivity lens, while nurse leaders prioritize patient care. Helping both sides see the shared goal—efficient staffing that supports quality care and financial sustainability—is key.
Another challenge is overcoming the status quo. Many hospitals continue using outdated productivity models because "this is how we've always done it." Demonstrating that Parity provides better, more precise insights without adding administrative burden is critical for buy-in.
Finally, timing and budget cycles play a role. Even when hospital leaders see the value, they may face internal barriers in getting approvals. That’s why we emphasize quick wins—showing how Parity’s insights can lead to immediate improvements in staffing and cost management.
What are some of the victories that you’d like to share?
One of the biggest victories is seeing nurse leaders take control of their staffing decisions with confidence. We’ve helped hospitals reduce unnecessary labor costs while improving staffing levels where they’re needed most. It’s incredibly rewarding to hear from nurse leaders who say, “For the first time, I have the data I need to make a strong case for my team.”
Another win is the growing recognition of Parity’s impact. We’ve gone from an idea to partnering with hospitals nationwide and exhibiting at industry events like Synova’s Perinatal Leadership Forum. Being able to support nurse leaders at scale has been a huge milestone.
Finally, one of my favorite victories is seeing nurses at the decision-making table. When we give nurse leaders the right tools and data, they can advocate effectively for their teams—and that’s a game-changer for both patient care and hospital operations.
Could you provide some pearls of wisdom for future nursing/healthcare innovators? What have you learned in your journey thus far?
Start with the frontline problem. The best solutions come from truly understanding the pain points of those doing the work. Talk to your peers, listen deeply, and validate your ideas in real-world settings.
Don’t be afraid to challenge the status quo. Healthcare is full of outdated processes that persist simply because “that’s how it’s always been done.” If something doesn’t make sense, push for a better way.
Speak the language of both clinical and financial leaders. Innovation in healthcare requires bridging gaps. If you can connect patient care with operational and financial realities, you’ll have a much stronger case for change.
Be persistent. Change in healthcare takes time. You will face resistance, but if you keep proving your impact, the right people will listen.
At the end of the day, nursing and healthcare need bold, data-driven solutions that truly support patient care. If you’re passionate about making a difference, just go for it and don’t look back!
About the Author
Heidi Morin, MSN, MBA, FABC is a seasoned nurse and healthcare leader with over 23 years of experience. She has held a variety of leadership roles throughout her career in obstetric and neonatal care, including Charge Nurse, Nurse Manager, and Nurse Director. Heidi holds a Master of Science in Nursing Administration and a Master of Business Administration, equipping her with the expertise to bridge clinical practice with strategic healthcare solutions.
As the Founder and CEO of Parity Healthcare Analytics, Heidi leverages her deep nursing experience and data analytics acumen to drive innovation in nursing workforce management. Her company offers a cutting-edge software solution designed to optimize acuity-based staffing decisions in real-time, ensuring that nursing workload is accurately measured and recognized. Through this work, she is dedicated to transforming how healthcare organizations balance fiscal responsibility with high-quality patient care, ultimately improving outcomes in perinatal settings.