Buffets, Inc. v. BMO Harris Bank

732 F.3d 889, 2013 WL 5677038, 2013 U.S. App. LEXIS 21226, 58 Bankr. Ct. Dec. (CRR) 168
CourtCourt of Appeals for the Eighth Circuit
DecidedOctober 21, 2013
Docket17-3365
StatusPublished
Cited by28 cases

This text of 732 F.3d 889 (Buffets, Inc. v. BMO Harris Bank) is published on Counsel Stack Legal Research, covering Court of Appeals for the Eighth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Buffets, Inc. v. BMO Harris Bank, 732 F.3d 889, 2013 WL 5677038, 2013 U.S. App. LEXIS 21226, 58 Bankr. Ct. Dec. (CRR) 168 (8th Cir. 2013).

Opinion

COLLOTON, Circuit Judge.

Buffets, Inc. brought this action against U.S. Bank and BMO Harris Bank (“BMO”), alleging among other things violations of the Uniform Fiduciaries Act (“UFA”). The district court 2 granted the banks’ motions for summary judgment, and we affirm.

I.

Buffets, Inc. owned and operated approximately 546 restaurants in 39 States across the country. On January 7, 2007, Buffets hired LGI Energy Solutions, Inc. to manage its utility costs. The companies entered into a contract stating that LGI would provide customized reports describing and analyzing Buffets’ utility bills, as well as analysis of Buffets’ “existing rate structures to determine if a more cost effective rate is available.”

The contract established a procedure by which LGI would pay utility bills on behalf of Buffets. After receiving a bill for one of Buffets’ restaurants from the utility provider, LGI would send Buffets an “accounts payable report[ ]”; on the following day, Buffets would remit to a bank account held by LGI sufficient funds to cover the portion of the report Buffets approved, and LGI would then use those funds to pay Buffets’ bill. The contract also set forth LGI’s fees for managing Buffets’ bills and for reducing Buffets’ utility costs. Buffets paid these fees and remitted funds for bill payment into the same LGI bank accounts.

During its negotiations with LGI, Buffets sought to require LGI to set up a designated “fiduciary” account into which Buffets would deposit funds for bill payment, but LGI refused. Instead, Buffets agreed to a provision stating that “[a]t no time shall LGI have a legal or equitable interest in [Buffets’] funds and [Buffets] grants no security interest to LGI.” LGI previously had opened “demand deposit accounts” in its name with U.S. Bank, and LGI used those accounts in managing Buffets’ bills (and the bills of at least eight other clients) until fall of 2008. According to the contract between LGI and U.S. Bank, the bank presumed that the holder of an “[i]ndividual [a]eeount,” such as LGI’s account, owned the funds in that account. Under a separate treasury management services agreement, LGI represented to U.S. Bank that “any and all transfers and commingling of funds ... requested by [LGI] ... have been duly authorized by all necessary parties.”

The U.S. Bank employees who managed LGI’s accounts testified that LGI sometimes would pay a client’s bill before receiving funds from that client, in which case the client would then reimburse LGI. LGI thus needed access to sufficient resources to pay its clients’ considerable utility bills up front. To this end, U.S. Bank extended a $1 million line of credit to LGI in October 2007.

LGI’s practice of paying its clients’ utility bills before receiving payment from *892 those clients also led to consistent “overdrafts” — that is, LGI would write checks for amounts in excess of the funds in its account. Because permitting a banking customer to overdraft its account increases a bank’s exposure to risk, U.S. Bank began to monitor LGI’s overdrafts on a daily basis in November 2007. U.S. Bank’s records indicate, and one of its employees testified, that when LGI overdrafted its accounts, LGI’s president, Dean Leischow, consistently represented to the bank that one of LGI’s clients would send a wire transfer to cover the overdraft. U.S. Bank always received a transfer sufficient to cover the overdrawn account.

In April 2008, Leischow sought to increase LGI’s line of credit with U.S. Bank, and U.S. Bank declined. On April 9, BMO Harris Bank (“BMO”) extended LGI a $3 million line of credit (later increased to $3.5 million), secured by a priority lien on LGI’s assets, and personally guaranteed by Leischow. The contract included a condition requiring LGI to maintain its “primary depository accounts” at BMO. LGI opened four accounts at BMO: an “operating account” for LGI; a “customer payable funding account,” into which LGI’s clients would deposit funds; and two accounts from which LGI would pay its clients’ bills.

LGI continued using its accounts at U.S. Bank and did not begin receiving deposits from clients to its accounts at BMO until September 2008. In that same month, LGI changed the title holder of its BMO customer bill payment accounts — but not its operating account — to Data Solutions, LLC, a new entity LGI formed to segregate its utility bill payment business from its other businesses. Buffets first transferred funds to an LGI account at BMO on November 5, 2008.

LGI moved funds among its accounts at U.S. Bank and BMO; this practice raised concerns at both banks. At some point between August and October 2008, U.S. Bank’s loss-prevention unit detected a pattern of suspicious activity and conveyed information to employees who managed the bank’s relationship with LGI about “check kiting” — a method by which a banking customer can obtain the equivalent of an interest-free loan by capitalizing on the lag time between a bank’s crediting a customer’s check and presenting that check for collection, see Williams v. United States, 458 U.S. 279, 281 n. 1, 102 S.Ct. 3088, 73 L.Ed.2d 767 (1982) — or other fraudulent behavior. Those employees decided not to take action beyond continuing to monitor LGI’s accounts, because they considered Leischow “credible” based on past experience, and they “did not suspect that there was anything out of the ordinary in this situation other than his business was not structured financially well.” Leischow helped allay U.S. Bank’s skepticism of LGI’s business model on October 28, 2008, when he informed U.S. Bank that “[b]eginning this week [LGI] will no longer send checks [to utility providers] prior to having the funds from our clients. It is no longer worth the risk or hassle to us.”

On November 5, 2008, BMO’s fraud department detected activity suggesting check kiting and communicated that information to Todd Senger, who managed BMO’s relationship with LGI. After confirming a kite, BMO’s practice was to apply a “post no debits” status, which prevents the account holder from making withdrawals without sufficient supporting funds in the account. Unless the account manager filed a “kiting appeal letter,” BMO would eventually shut down the account in question.

Senger contacted Leischow, who explained that the suspicious activity was attributable to “transition issues surrounding changing banks.” Because LGI’s clients continued to remit funds to LGI’s account at U.S. Bank while LGI paid its *893 clients’ utility providers out of its accounts at BMO, LGI needed to move funds from bank to bank accordingly. Senger stated in an internal memorandum that he was “hard pressed to believe that this is true,” and BMO documented a “confirmed kite.” Senger applied a “post no debits” status to LGI’s “customer payable funding account,” and he never filed a kiting appeal letter to avoid shutting down the account, but the account was not closed immediately. In early November, when LGI had drawn on its entire $3.5 million line of credit with BMO, Leischow sought additional funding to weather “cash flow issues.” BMO declined to extend additional credit to LGI, because it thought LGI “needs to start managing its accounts receivables better.”

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732 F.3d 889, 2013 WL 5677038, 2013 U.S. App. LEXIS 21226, 58 Bankr. Ct. Dec. (CRR) 168, Counsel Stack Legal Research, https://law.counselstack.com/opinion/buffets-inc-v-bmo-harris-bank-ca8-2013.