United States v. Edwards

526 F.3d 747, 21 Fla. L. Weekly Fed. C 653
CourtCourt of Appeals for the Eleventh Circuit
DecidedMay 5, 2008
Docket06-11643
StatusPublished
Cited by26 cases

This text of 526 F.3d 747 (United States v. Edwards) is published on Counsel Stack Legal Research, covering Court of Appeals for the Eleventh 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. Edwards, 526 F.3d 747, 21 Fla. L. Weekly Fed. C 653 (11th Cir. 2008).

Opinion

TJOFLAT, Circuit Judge:

This case involves a business that the defendant, Charles E. Edwards, claimed was legitimate. A Northern District of Georgia jury, however, found that Edwards was operating a Ponzi scheme and convicted him of wire fraud and related crimes. 1 Edwards now appeals his convictions and the prison sentence he received. We affirm his convictions but vacate his prison term and remand the case for a new sentencing hearing.

I.

A.

From its founding on June 7, 1994, through September 11, 2000, Charles E. Edwards was the Chairman of the Board and sole owner of ETS Payphones, Inc. (“ETS”), a privately owned Georgia corporation that provided management services to payphone owners. Edwards also controlled Payphone Systems Acquisitions, Inc. (“PSA”), a Delaware corporation that was a wholly owned subsidiary of ETS. Edwards and others often referred to these two companies — and others Edwards formed to support ETS’s payphone program — collectively as ETS, and we do likewise.

Edwards organized ETS to implement his idea of selling coin-operated payphones *749 to investors who would then lease the phones back to Edwards for a guaranteed rate of return. Edwards discussed his idea with an acquaintance, Beverly Slater, who suggested that he use insurance agents, those selling life insurance, including annuities, to market the payphones. Edwards liked her suggestion and persuaded her to establish a network of independent insurance agents to sell the phones. She would serve as the distributor of the phones, purchasing them from ETS and selling them to the investors solicited by the insurance agents. Slater formed BEE Communications, Inc. (“BEE”) to perform the distributorship functions. Tom Murray was one of BEE’s insurance agents. He was so successful selling payphones that Edwards made him a distributor. Like Slater, Murray formed a corporation to operate his distributorship, National Communications Marketing, Inc. (“NCMI”).

Shortly after Edwards’s sale and leaseback plan was up and running, Edwards formed PSA to deal with the distributors. The sale and lease-back of the payphones were handled as follows. The insurance agent, having found an investor, contacted the distributor, and the distributor sent the agent a five-year lease already executed by ETS, as lessee, for the investor to sign, as lessor. The lease identified the location for the payphone the investor was purchasing, specified the rent ETS would be paying the investor each month, 2 spelled out ETS’s responsibility for installing and servicing the phones, and contained a buy-back provision. The buyback provision required ETS to purchase the payphone from the investor at the end of the lease for the same price the investor had paid for the phone. The provision also gave the investor the right to sell the payphone to ETS for that price at any time during the term of the five-year lease on 180 days notice to ETS.

If the investor agreed to this arrangement, the investor gave the insurance agent a check made out to the distributor for the price of the payphone. The agent then forwarded the check to the distributor, which deposited the check into its bank account. Once the investor’s check cleared, the distributor deducted the sales commission, which was divided between it and the insurance agent, 3 and wire transferred the net sale proceeds to PSA’s bank account. On a regular basis, PSA wired funds from its account to ETS for operating expenses, lease payments, and buybacks. PSA also wired funds to some 114 accounts designated by Edwards. Some of these accounts related to ETS’s business, some were held by other business entities Edwards owned, and some accounts were held by Edwards for his and his wife’s personal expenditures.

The price the investor paid for a payphone and the rent ETS remitted to the investor varied as Edwards’s plan unfolded. In 1994, the payphones were sold for $4,770, and the monthly rental payment was $75. This gave the investor an 18.8% return on his investment. By 1999, the payphones were sold for $7,000, and the monthly rental payment was $82, for a *750 return on investment of 14%. 4

The insurance agents touted the ETS payphone program as a highly profitable alternative to investing in annuities or other forms of life insurance. 5 ETS provided the agents with promotional materials for distribution to prospective investors, primarily seniors, claiming that the payphone industry was “virtually recession-proof,” that it was “primed for a successful and profitable future,” and that “pay phone profits have grown dramatically and are expected to continue to escalate.” ETS’s slogan was, “Opportunity doesn’t always knock ... sometimes it rings.”

The revenues the payphones generated were insufficient to cover ETS’s operating expenses, lease payments, and buy-back obligations. In short, Edwards’s payphone business was never profitable. Because PSA paid its distributors and insurance agents commissions of up to 25% of the retail price of each phone sold, 6 and ETS was contractually obligated to buy back every phone for the full price paid by the investor, ETS immediately owed each investor more money than it collected on the sale of the phone — a deficit that could only be overcome by operating the phones at a substantial profit. The revenues the payphones provided, however, were extremely inadequate; by 2000, ETS was operating its phones at a loss of $5 million a month. Nearly 90% of the installed payphones were unprofitable. This problem was compounded by the fact that ETS leased more payphones from investors than it actually placed into service, a gap that increased from 150 in October 1996 to 17,960 by September 11, 2000. 7 ETS, therefore, always depended on the influx of money from new investors to sustain its payphone business. Moreover, if ETS suffered a “run on the bank” — a sudden invocation of the lease’s buy-back provision by a significant number of investors — the company would have collapsed. Whenever ETS’s board of directors met, 8 ETS’s mounting financial losses and the optimistic outlook ETS was portraying to the investors were discussed. According to Charles Bynum, ETS’s Chief Operating Officer, Edwards attitude was that “we can’t possibly let [investors] see what is really going on because if this money coming in from [new investors] ever stopped, the whole thing would crash.” Edwards’s attitude prevailed; the investors were kept in the dark. 9

ETS’s financial outlook appeared shaky from the outset. By 1996, the company had leased 750 payphones, but only 600 were in operation. Of the 600, at least 150 of the phones were not making enough money to cover the $70 monthly payment *751 due the telephone company, let alone the additional operating expenses attributable to those phones, such as repairs, maintenance, and the cost of collecting the coin revenue.

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Bluebook (online)
526 F.3d 747, 21 Fla. L. Weekly Fed. C 653, Counsel Stack Legal Research, https://law.counselstack.com/opinion/united-states-v-edwards-ca11-2008.