Ariel Hurley
About Ariel Hurley
Ariel Hurley is Senior Vice President, Finance and Principal Accounting Officer at Blueprint Medicines (BPMC), serving in this role since January 2023; she is 51 years old as of March 31, 2025 and previously held the Controller and VP Finance roles at BPMC after joining in 2014 . She is a CPA (Massachusetts) with a B.S. in Accounting from Providence College; earlier in her career she worked in finance and accounting roles at Millennium Pharmaceuticals (Takeda) and began at Deloitte & Touche .
Company-level performance context during her senior finance tenure:
- PSU program (relative TSR) governs a portion of long-term incentives since 2023 (expanded to all VPs+ in 2025), aligning leadership compensation to shareholder returns .
- Anti-hedging/anti-pledging and stock ownership guidelines are in place; all directors and executive officers were in compliance as of year-end 2024 .
Company TSR and revenues (for compensation context):
| Metric | 2022 | 2023 | 2024 |
|---|---|---|---|
| Company TSR (Value of $100 Investment) | 55 | 115 | 109 |
| Total Revenues ($ millions) | 204 | 249 | 509 |
Past Roles
| Organization | Role | Years | Strategic impact/notes |
|---|---|---|---|
| Blueprint Medicines | Senior Vice President, Finance and Principal Accounting Officer | Jan 2023 – present | Principal accounting officer; senior finance leadership |
| Blueprint Medicines | Vice President, Finance and Controller (Principal Accounting Officer) | Mar 2019 – Dec 2022 | Led controllership and PAO responsibilities |
| Blueprint Medicines | Senior Director, Controller | Jan 2016 – Feb 2019 | Scaling finance function |
| Blueprint Medicines | Director, Controller | Sep 2014 – Dec 2015 | Core controllership |
| Millennium Pharmaceuticals (Takeda) | Various accounting and finance roles | Dec 2005 – Sep 2014 | Broad pharma finance experience |
| Deloitte & Touche | Auditor | Early career | CPA foundation |
External Roles
- No external directorships or outside public company roles are disclosed in Ms. Hurley’s executive biography in the company’s proxy materials .
Fixed Compensation
Note: Ms. Hurley is not listed as a “named executive officer” (NEO); therefore, her individual base salary, target bonus, and actual bonus are not itemized in the Summary Compensation Tables. The program below represents BPMC’s executive officer pay design and caps disclosed in the proxy.
| Element | Structure |
|---|---|
| Base salary | Market-competitive; reviewed annually; no automatic increases |
| Annual bonus plan | Based on pre-set corporate goals (and individual goals for execs other than CEO); individual component capped at 150% of target |
| Corporate payout cap | For 2024 performance: capped at 130% of target; beginning 2025 performance: capped at 200% of target to align with peers |
Performance Compensation
Program features and 2024 corporate goal weightings (apply company-wide to executives; specific individual targets/outcomes for Ms. Hurley not disclosed):
| Component | Detail |
|---|---|
| Equity mix | Stock options, RSUs, and PSUs; PSUs introduced in 2023 and expanded in 2025 to all VPs+ |
| PSU metric | Relative TSR with 0%–200% payout cap; requires rTSR achievement |
| Bonus goals (2024) | - Commercial/revenue (AYVAKIT/AYVAKYT) 50% - Pipeline execution 30% - Financial discipline and org/talent goals 20% |
Vesting mechanics (company standard examples):
- Options: generally 4-year vesting, often monthly (CEO award example; consistent BPMC practice) .
- RSUs: generally vest annually over 4 years (CEO award example; consistent BPMC practice) .
- PSUs: three-year rTSR performance cycle; 0%–200% payout (0% if rTSR not achieved) .
Equity Ownership & Alignment
- Stock ownership guidelines: CEO 3x salary; other NEOs 1x salary; directors 3x retainer. Count RSUs (vested/unvested) and owned shares; exclude vested unexercised in-the-money options and unearned PSUs. All executives and directors met guidelines as of Dec 31, 2024 .
- Hedging/pledging: Prohibited for all directors and employees, including executive officers .
- Clawback: Updated in 2023 to recoup erroneously awarded incentive compensation after a required restatement for the prior three completed fiscal years; 2019 policy remains in effect for earlier periods .
- Ownership disclosure: Beneficial ownership tables list directors and NEOs; Ms. Hurley is not a NEO, and her individual share ownership is not separately tabulated in the proxy .
Insider transactions and selling pressure:
- Using available tools, no Form 4 insider filings were retrieved for Ms. Hurley over the last 24 months; therefore, recent insider selling or vest-driven sales cannot be assessed here. Consider direct EDGAR review of Forms 3/4/5 for “Hurley, Ariel” for completeness.
Employment Terms
Ms. Hurley’s individual employment agreement is not disclosed. BPMC discloses standardized terms for NEOs that often reflect senior executive practices:
| Situation | NEO terms (other than CEO) |
|---|---|
| Termination without cause/for good reason (non-CIC) | 1x base salary, 12 months medical/dental cash payment; subject to release |
| CIC “double-trigger” (termination within 12 months after sale event) | Lump sum 1.5x base salary + 1.5x target bonus; 18 months medical/dental cash payment; full vesting of time-based equity |
| Non-compete / non-solicit | 12 months post-employment (standard form agreement) |
| Tax gross-ups | None for CIC; payments may be reduced to avoid 280G excise tax if beneficial |
| Equity plan CIC treatment | If awards are not assumed/continued/substituted at sale event, time-based awards vest in full and performance awards vest per award terms |
Note: The table above reflects NEO disclosures; Ms. Hurley’s exact severance/CIC terms are not individually disclosed.
Investment Implications
- Pay-for-performance alignment: Expansion of PSUs tied to rTSR across all VPs+ in 2025 deepens alignment for finance leadership roles like Ms. Hurley’s; PSU payout is capped at 200% with a 0% floor if rTSR isn’t achieved .
- Governance safeguards: Strict anti-hedging/anti-pledging, ownership guidelines (in compliance), and a robust clawback mitigate misalignment risk and reduce potential for leverage-driven selling or hedging behavior among executives, including the PAO .
- Retention risk: Standard double-trigger CIC protections for NEOs (and consistent plan terms) support retention during strategic change; while Ms. Hurley’s specific terms are not disclosed, BPMC’s consistency for senior executives suggests a structured framework that limits flight risk around transactions .
- Disclosure gap: Because Ms. Hurley is not a NEO, investors lack visibility into her specific cash/equity compensation, ownership, and upcoming vest schedules; additional monitoring of Form 4s and future disclosures is needed to assess any emerging selling pressure or ownership shortfalls.
Key references: Executive biography and role history ; ownership/hedging/clawback policies ; compensation design, caps, and PSU expansion ; TSR/revenue context ; NEO severance/CIC framework and non-compete .