We build integrated financial architecture around a single question: What is the purpose of your wealth?

Adam Amiri

Financial Advisor

NMLS #2794730

14636 N Scottsdale Rd

Scottsdale AZ 85254

(480) 607.8763

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We build integrated financial architecture around a single question: What is the purpose of your wealth?

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Profile

Adam Amiri is an Advisor with Merrill in Scottsdale, Arizona.

He works with business owners, corporate executives, athletes, and multigenerational families whose wealth is compounding faster than the planning around it. Adam coordinates liquidity and credit, tax efficiency, estate, and charitable giving so each decision accounts for the others.

Adam graduated summa cum laude from the W.P. Carey School of Business at Arizona State University with a Bachelor of Science in Business Law and a minor in Strategic Communication. His study of business law is what drew him to the tax, trust, and estate side of planning, an interest he continues on the ASU Foundation Gift Planning Advisory Council, where he works alongside estate attorneys and tax professionals to advance the foundation's planned giving initiatives.

In his free time, Adam enjoys watching classic films, cooking, and playing golf. Raised in Edmonton, Alberta, he spent much of his youth on the course competing at a high level, eventually playing in several professional events as an amateur and continuing to compete through his first year at Arizona State.

As an undergraduate he served as a volunteer research assistant with Harvard Medical School, supporting global surgery research in Tanzania and co-authoring the resulting peer-reviewed manuscript. Today he serves as a Board Director of NAMI Valley of the Sun, the Arizona affiliate of the National Alliance on Mental Illness, where he supports mental health awareness and community outreach initiatives.

About Me

Our Approach

Coherence

Most wealth decisions get made one at a time. A loan here. A tax election there. An estate document signed years ago and never reopened since.

We build the structure all at once. Liquidity, credit, tax positioning, asset management, estate, and giving.

Integration is not one of our services. It is the entire point.

Conviction

Every plan starts with a question most people are never asked: what is the purpose of your wealth?

Goals are easy to state. A number, a date, a house. Purpose is harder, more specific, and considerably more useful. It tells us what the money is protecting, what it is building, and who it is for after you.

We ask it first. Everything we design afterward is an answer to it.

Coordination

You should not have to be the general contractor on your own financial life.

We convene the specialists and hold the plan together. Wealth strategists on estate and transfer. Credit and custom lending. Equity award and concentrated position specialists. Business banking. Trust officers. Philanthropy. Alternative investments.

Where you already have an attorney and an accountant, we work with them rather than around them.

You sit at the head of the table. Our job is helping to make sure everyone is reading from the same plan.
_{*Some or all alternative investment programs may not be in the best interest of certain investors. No assurance can be given that any alternative investment's investment objectives will be achieved.}

Cadence

A plan built once is a document. A plan reviewed on a schedule is a strategy.

We set the cadence and we keep it. Portfolio and cash flow quarterly. Tax positioning ahead of year-end rather than after it. Estate documents, beneficiaries, and titling on an annual pass. Coverage and liability reviewed when the balance sheet changes, not when a renewal notice arrives.

None of it depends on you remembering to ask.

Contribution

Gratitude is the closest thing this practice has to a discipline. It is why the work extends past portfolios into philanthropy, into board service, and into the conversations families avoid having with each other.

The technical work earns the seat. This is the reason we wanted it.

Seven Priorities. One Plan.

Money is rarely about money. It is about the seven things money touches. Merrill organizes wealth conversations around seven Life Priorities. We use them as the agenda for the first meetings and the checklist for every meeting after it. The order changes with every client. The list does not. Six of them are the reason for the seventh. ``` ``` #### **HEALTH** *What would a serious health event cost this plan, and who would absorb it?* ``` ``` #### **HOME** *Where do you want to live, and does the balance sheet support it without forcing a sale?* ``` ``` #### **FAMILY** *Who depends on this, and how prepared are they for it?* ``` ``` #### **LEISURE** *What are you actually working toward, and when does it start?* ``` ``` #### **GIVING** *What are you most passionate about, and what would real impact there take?* ``` ``` #### **WORK** *What is your business or your career worth, and what happens the day you step away?* ``` ``` #### **++FINANCES++** *Does the whole structure actually hold together?* ``` ``` Most advisors will talk to you about the seventh. We start with the other six.

Who We Build For

Almost everyone we work with has one asset carrying more weight than the rest of the balance sheet. That is usually where we start. ``` ``` ### **The Practice** ##### *Physicians, Dentists, and Veterinary Practice Owners* Your practice is your largest asset, your income, and your retirement plan at the same time. Very little else you will ever own carries that much concentration in one place. Our footing in healthcare predates this career. Adam supported Harvard Medical School on how health systems learn and improve, and serves today as a board director in the behavioral health space. We understand the operating pressure clinicians carry, and how little of it ever appears on a balance sheet. Acquisition and expansion financing. The building instead of the lease. Cash balance and 401(k) design that actually moves the tax number. Buy\-sell agreements funded rather than filed. And exit planning that begins years before the consolidator letter arrives. ``` ``` ### **The Enterprise** ##### *Founders, Business Owners, and Private Capital Principals* You did not build this in order to sell it. But one day you will stop running it, and the distance between those two sentences is worth several years of planning. Adam grew up around a family business and is building a practice from scratch today. We know what it feels like when the enterprise, the payroll, the personal guarantee, and the retirement plan are all the same decision. The same holds for principals of private capital firms, where the household, the management company, the carry vehicle, and the funds are four balance sheets that only ever get treated as one. Valuation and exit readiness three to five years ahead of the event. Pre\-liquidity wealth transfer. Qualified small business stock review alongside your counsel. Lending against personal assets and partnership interests when you want liquidity without a sale. And a plan for the day after the wire clears. ``` ``` ### **The Grant** ##### *Executives With Concentrated Equity* When most of your net worth is denominated in one ticker, every decision becomes a timing decision. Vest, exercise, hold, borrow, or sell, and each of those carries a tax consequence and a window attached to it. Equity compensation was a dinner table conversation in Adam's family long before it was his profession. We watched capable people treat a grant like a bonus rather than a position. 10b5\-1 plans and officer and director requirements handled with Merrill's equity award specialists. Concentrated position strategies. Net unrealized appreciation analyzed before a rollover rather than after one. Deferred compensation elections made against a real income plan. And enough liquidity elsewhere that selling is a choice rather than a requirement. ``` ``` ### **The Contract** ##### *Athletes, From College Through the Second Act* A career that pays like an executive's and lasts like a lease. The money arrives early, arrives quickly, and then it stops. Adam came to this work through competitive golf. We understand the locker room, the entourage arithmetic, and what it costs to be the person in a family who has money first. Income smoothed across a short earning window. Multi\-state duty day tax coordination with your accountant. Lending built for irregular income. Loss\-of\-value and career\-ending coverage through specialized insurance providers. Charitable structure that functions rather than a foundation nobody administers. And a second act designed while the first one is still running. ``` ``` ### **The Estate** ##### *Families, Retirement Through the Next Generation* The paycheck stops and the portfolio has to replace it. That one transition changes how every dollar should be invested, taxed, and titled. The first retirement Adam ever thought hard about was in his own family. Decent income, reasonable savings, and a quiet stress that came entirely from the absence of a plan rather than absence of money. That is the reason this practice exists. Income sequencing and a withdrawal policy you can hold through a bad year. Required distributions converted into charitable ones where it fits. Roth conversion windows used before the brackets close. Then the other direction. We work with the rising generation as deliberately as with the wealth creators, through a program we call Waypoints. Eight stages, from a first allowance to a first child, and the family meeting most families never quite get around to holding.

Waypoints

# ++A Rising Generation Series++ ``` ``` Most families transfer the money and assume everything else transfers with it. It does not. Waypoints is how we prepare the next generation. Eight stages from a first allowance to a first child, each built around the moment that actually matters rather than a date on a calendar. Adam is Gen Z. That is not a disclaimer, it is the point. He started out teaching financial literacy to students through the Arizona Council on Economic Education, and Waypoints is the same work with the family in the room. Every stage in it is an emotional event before it is a financial one, and that is the part a checklist never covers. The plan you built is half the inheritance. This is the other half. ``` ``` ### **The Allowance Years** ##### *Ages 6 to 13* Spend, save, share. One real family budget planned and executed start to finish. A savings account that shows compounding in numbers a child can see. ### **The First Paycheck** ##### *Ages 14 to 17* A paycheck taken apart line by line. Credit literacy before there is anything to damage. First real market exposure. ### **Leaving Home** ##### *Ages 18 to 22* A semester budget with a goal attached. Their own credit report pulled and read. And the support conversation, which is the real content. ### **The First Real Job** ##### *Ages 22 to 28* Benefits, match, HSA, and the first equity grant handled correctly. The highest leverage hour in the series. ### **The First Home** ##### *When It Happens* A budget built backward from the rate they actually qualify for. Family financing structures where they make sense, and the parent decision stated out loud before the search begins. ### **Before the Wedding** ##### *Engagement* Two financial pictures on the table before the day. Prenuptial conversations handled as a family conversation first. Their own estate plan executed rather than discussed. ### **One Household** ##### *Marriage* Joint or separate, and who owns which decisions. Documents reviewed, beneficiaries updated, and the new spouse's place in family meetings decided deliberately. ### **The Next Generation** ##### *A First Child* Guardians declared and documents refreshed. Then the grandparent structures that start the series again, one generation up. Stage eight returns to stage one, with everyone moved up a seat. ``` ``` ##### ***A legacy of empowerment not entitlement. That is the standard we build against.***

Boutique-like with a Balance Sheet

The oldest tradeoff in wealth management is size. Choose the boutique and give up the bench. Choose the institution and become a number. This practice was built to refuse that trade. The boutique\-like half is attention. A deliberaretly short client roster. Calls returned inside two hours, email inside twenty\-four, and a practice that answers on the weekend, because the moments that move a balance sheet do not check the calendar first. The institution half is reach. A bank in the building, so lending and banking are designed into the plan. Specialists in estate, concentrated positions, business transition, and philanthropy, convened as your situation required. Technology and security infrastructure a boutqiue cannot build and a family should not live without. Small enough to answer its own phone. Large enough that the answer is rarely no.

Additional Resources

The following specialists do not make securities recommendations. Please contact your Merrill Lynch Wealth Management Advisor if you have questions about how a specialist might be able to assist you.

Sara Dorosti

Wealth Strategist

Bank of America, N.A.

Joseph Abinanti

Alternative Investments Regional Specialist

Bank of America, N.A.

Derek Walsh

Wealth Management Lending Officer

NMLS #314525

Bank of America, N.A.

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About Merrill

Earning our reputation for excellence

From client service to digital innovation, Merrill consistently earned national and global recognition as a leader in the financial services industry.

2025 WEALTHBRIEFING

WealthTech Americas Awards

Best Client Communication Solution or Tool¹

2025 DIGITAL BANKER

Digital CX Awards

Best Technology Implementation for Digital CX²

2025 GLOBAL PRIVATE BANKER

Wealth Tech Awards – Digital Wealth

Best CRM Initiative

Best WealthTech Solution by a Bank

Outstanding Wealth Management Technology Implementation – Back Office³

2024 MONEY MANAGEMENT INSTITUTE/BARRON'S

Industry Award

Digital Presence: A Robust Ecosystem for Client Acquisition⁴

1. WealthBriefing WealthTech Americas Awards, February 2025. The judging process is guided and assisted by a panel of independent experts, each of whom has been actively involved in the family office and wealth management industry for many years and have an in-depth knowledge of the WealthTech sector.

2. The Digital Banker Digital CX Awards, April 2025. Nominees are selected on the qualitative and quantitative depth of their nominations. The Digital Banker research team will shortlist four institutions or individuals per category, which will then be put to our impartial panel of expert judges who will undertake a rigorous audit type process to carefully select the winners.

3. Bank of America employs Ipsos, in conjunction with Qualtrics to continuously measure Merrill Lynch Wealth Management client satisfaction via an online survey. Results quoted are from surveys conducted June 1, 2024 – May 31, 2025, with a total sample of 40,742 clients randomly drawn from the Merrill Lynch Wealth Management client base after eligibility (minimum $100,000 in household assets, advised relationships) and privacy exclusions (deceased, in litigation, bad email address, etc., and had they been included percentages may be different). When asked how satisfied the client was with their primary financial advisor, 95% rated them a 9 or 10; 4% a 6–8; and 1% a 1–5.

4. Money Management Institute (MMI) / Barron's Industry Awards, October 17, 2024. Winners were selected by a specially appointed MMI Industry Awards Steering Council. The Steering Council consists of representatives from all segments of the MMI membership. After carefully reviewing the nominations submitted, the Steering Council determined a slate of finalists in each award category. The primary contacts at each of MMI's member firms were eligible to vote to determine the winners.