United States v. Agnew

147 F. App'x 347
CourtCourt of Appeals for the Fourth Circuit
DecidedSeptember 2, 2005
Docket04-4685, 04-4686
StatusUnpublished
Cited by1 cases

This text of 147 F. App'x 347 (United States v. Agnew) is published on Counsel Stack Legal Research, covering Court of Appeals for the Fourth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
United States v. Agnew, 147 F. App'x 347 (4th Cir. 2005).

Opinion

PER CURIAM.

Michael and Barbara Agnew (the “Ag-news”) appeal their convictions following a bench trial of eleven counts of bank fraud, one count of embezzlement, one count of conspiracy to commit embezzlement, three counts of money laundering and one count of conspiracy to commit laundering. They were each sentenced to twenty-four months’ imprisonment, followed by five years of supervised release. 1 The Agnews challenge the district court’s denial of their motion for a new trial based upon newly discovered evidence of judicial bias and the denial of their motion for a judgment of acquittal. For the reasons that follow, we affirm.

I.

The factual underpinnings of this appeal appear largely undisputed. However, since this is an appeal from the denial of a motion for a judgment of acquittal based on insufficiency of the evidence, we recite the evidence in the light most favorable to the government. United States v. Gallimore, 247 F.3d 134, 136 (4th Cir.2001).

After working for a construction contractor for a number of years, Michael Agnew left to start his own company in 1986. He created AGM Development Corporation (“AGM”), a Virginia entity located in Virginia Beach. Michael Agnew was the sole stockholder, director and president. Barbara Agnew served as secretary and treasurer. AGM engaged in the business of installing concrete foundations and building concrete structures, usually as a subcontractor under a construction contract awarded to a general contractor.

In the construction industry, subcontractors frequently have to wait a long time for the general contractor to pay their invoices. To meet cash flow needs in the interim, companies like AGM will often transfer their invoices for work performed on behalf of a general contractor to a financial institution. The financial institution will then provide the subcontractor with a loan or line of credit against the accounts receivable, less a fee and a percentage that it holds back as a reserve against the invoices being disputed in whole or in part.

The first financial institution with which the Agnews worked was Reservoir Capital (“Reservoir”), a so-called “factoring” service based in Baltimore, Maryland. Under the factoring agreement, Reservoir selected which invoices it would purchase, against which it charged a fee of approximately 3% and retained a reserve of 20%.

In 1995, Resource Bank (“Resource”), an FDIC-insured institution also located in *350 Virginia Beach, approached AGM about participating in its new Cash Flow Management (“CFM”) Program. The Agnews acknowledge that, on paper, the CFM was similar to its agreement with Reservoir. Significantly, it provided that AGM could only submit “valid” invoices that were actually due from a general contractor, for which Resource would pay in full, less a fee and reserve charge.

There were, however, advantages to Resource’s proposal. Resource charged lower fees and reserve amounts; it operated as an invisible entity in AGM’s financing, whereas Reservoir had frequent contact with AGM’s contractors; and, finally, working with a bank entailed greater flexibility in terms of financing. As a result, the Agnews paid a severance fee to terminate the agreement with Reservoir and AGM became a client of Resource through its CFM program in January of 1996.

During the course of AGM’s relationship with Resource, Michael Agnew signed several iterations of the CFM agreement. They all, however, contained numerous references to the requirement that the invoices submitted must be “valid,” i.e., they must reflect “the terms of a non-cash sale of goods or provisions of services previously made by the Business to a Customer.” J.A. 979, 2910. 2 Despite the unambiguousness of the CFM agreement, however, by September of 1996 AGM had begun to submit invoices for work that had not been performed. In fact, according to Barbara Agnew, AGM submitted several series of invoices for the entirety of large subcontracting jobs over a period of days or weeks, up to the full amount of the contract for which they received payment from Resource, despite the fact that the general contractor did not make good on those invoices until much later. The Ag-news explained this course of conduct by claiming it to be their understanding that Resource was willing to advance the full amount of a contract, even though the work remained outstanding and the governing documents specifically proscribed such payment.

Eventually, however, this practice caught up with AGM, as its expenses outpaced the growth of its business and it began to experience financial difficulties. After several shortfalls prompted Resource to charge $3 million to AGM’s reserve account, Resource sent an audit letter to one of AGM’s general contractors, Ritchie Curbow Construction Company (“RCCC”) in June of 1999. The letter requested information regarding invoices reflecting $243,000 in services AGM rendered to RCCC. RCCC replied that it owed AGM nothing, explaining that while it had bid on a project and promised AGM the concrete subcontract, its bid had been rejected. Rather than defaulting AGM on the CFM program, Resource charged this amount to AGM’s reserve account.

As AGM’s financial condition deteriorated, it appears that the Agnews withheld payments from their employees’ 401(k) plans. It was these actions that would form the basis of the embezzlement charges. The evidence reflects that Debbie Lundberg, AGM’s office manager, regularly sent employees’ 401(k) withholding checks to Putnam Investments (“Putnam”) until the summer of 1998. At that point, Barbara Agnew instructed her to cease sending them due to AGM’s cash shortage. *351 When Ms. Lundberg subsequently asked about sending a check off, Mrs. Agnew responded, “Just hold on to it until further notice.” J.A. 568. In March of 1999, a Putnam representative contacted Ms. Lundberg to inquire about the missing contributions. When she brought the issue to Mrs. Agnew’s attention, she responded, “I guess I’ll have to deal with it now.” J.A. 570-71.

Lundberg’s testimony is bolstered by that of a long time friend and work colleague of the Agnews, Dan Des Roches, who realized that he had not been receiving any commissions for the AGM plan. He contacted Mrs. Agnew, who responded that Ms. Lundberg, who had resigned, had perhaps not taken care of it. Mr. Des Roches then suggested that Mrs. Agnew participate in a conference call with Putnam, which she did. Mrs. Agnew reached an agreement with Putnam whereby she agreed to pay for the missed contributions since May 1998, approximately $27,000, and to resume making monthly contributions. However, she never did resume payments, and failed to return Putnam’s calls following up on the agreement.

Also during the period before AGM’s closing, one of AGM’s project managers, Jack Ellenor, specifically asked Michael Agnew to look into why his 401(k) plan was not being funded. Mr. Agnew responded that he “would take care of it,” although no further contributions were made. J.A. 550.

AGM’s financial condition continued to worsen. By July of 1999, it became clear that AGM had $3.8 million outstanding on invoices submitted through Resource’s CFM program.

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147 F. App'x 347, Counsel Stack Legal Research, https://law.counselstack.com/opinion/united-states-v-agnew-ca4-2005.