United States v. Gregory Wolfe

701 F.3d 1206, 2012 U.S. App. LEXIS 24937, 2012 WL 6028903
CourtCourt of Appeals for the Seventh Circuit
DecidedDecember 5, 2012
Docket11-3281
StatusPublished
Cited by71 cases

This text of 701 F.3d 1206 (United States v. Gregory Wolfe) is published on Counsel Stack Legal Research, covering Court of Appeals for the Seventh 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. Gregory Wolfe, 701 F.3d 1206, 2012 U.S. App. LEXIS 24937, 2012 WL 6028903 (7th Cir. 2012).

Opinion

BAUER, Circuit Judge.

Gregory Wolfe was convicted on one count of bank theft and one count of interstate transportation of stolen goods under 18 U.S.C. §§ 2113(b) and 2314 for his role in a copper theft scheme. The district court sentenced Wolfe to eighty-eight months’ imprisonment on each count, to be served concurrently, followed by concurrent three-year terms of supervised release. The district judge also ordered restitution in the amount of $3,028,011.29. Wolfe appeals, contending that he was deprived of a fair trial because of statements the prosecutor made during closing argument. Wolfe also challenges the sentence he received and the restitution order imposed. Finding that Wolfe’s contentions lack merit, we affirm.

I. BACKGROUND

Wolfe began working at Katoen Natie (“KTN”) in May 2008. KTN is an international company involved in the packaging and storing of plastics and various commodities, including aluminum and copper. It has U.S. warehouses in Gary, Indiana; Texas; New Jersey; Louisiana; and California. Wolfe worked at the Gary warehouse where his stepfather, Gregory Harris, was the operations manager. Wolfe was hired in 2008 as a forklift operator but was later given more of a supervisory role.

In late 2008 to early 2009, KTN began storing copper for Henry Bath, LLC, at the Gary warehouse. Henry Bath’s copper arrived at the warehouse in bundles of approximately sixteen to twenty-six copper sheets. Each copper sheet was approximately three feet long by three feet wide and weighed roughly 330 pounds, and the top sheet of every bundle had a sticker identifying which lot it was from. The copper is traded on the London Metal Exchange (“LME”) by the warrant; one warrant is equal to ten bundles. The weight of each bundle is an important component of the trading process, so LME regulations require each bundle to be secured by two bands at all times.

Shortly after KTN began storing copper for Henry Bath, Harris became the facilities manager, which put him in charge of the entire Gary warehouse, and Wolfe became the point of contact for the Henry Bath account. In 2009, Wolfe had an in-depth conversation with Kenneth England, *1208 manager of Henry Bath’s U.S. operations, about the protocol for banding the copper bundles. England informed Wolfe that it was KTN’s responsibility to make sure that any bands that had become severed during the copper’s transportation to the Gary warehouse were immediately repaired. He emphasized to Wolfe the importance of each bundle being secured by two bands at all times, as per LME regulations, in order to prevent copper from being stolen from a bundle. England also told Wolfe that KTN was not to move any copper in the Gary warehouse from the location where it was originally placed— known as the “place of rest” — unless it was being shipped out or moved to save space within the warehouse.

Wolfe was also told that, before any copper shipment could occur, Henry Bath was required to inform KTN about the particular items that would be removed from the warehouse and loaded onto a truck. And once a truck was loaded but before it left the warehouse, Henry Bath was to create a receipt — the “bill of lading” — that would be given to the truck driver. Wolfe was also on notice that Henry Bath would only generate a bill of lading during its normal business hours of 8:00 a.m. to 4:30 p.m. EST. These copper-shipping procedures were reiterated to Wolfe during a seminar at Henry Bath’s Baltimore, Maryland, headquarters in January 2010.

The first copper shipments out of the Gary warehouse occurred in December 2009. Harris instructed Wolfe, who in turn called and directed Craig Olds and Jose Morales (lower-level employees at KTN who performed tasks at Wolfe’s direction), to arrive at the warehouse at 3:00 a.m. When Wolfe, Olds, and Morales were at the warehouse, two trucks arrived, and the three employees loaded certain copper bundles onto the trucks. The trucks then left the warehouse. Wolfe testified at trial that he participated in two copper shipments like this during December 2009.

During the summer of 2010, Wolfe asked at least five KTN employees — regular employees (Olds, Morales, and Noel Santos) and temporary help (Julio Virtes and Robert Martinez)' — whether they would be willing to assist with copper re-bundling. 1 Wolfe told the individuals that the copper bundles contained too many sheets, and they should take the top piece off, remove the next sheet or sheets from the stack, and then put the top piece back on the stack. This resulted in the creation of entirely new copper bundles. The initial plan was to re-band the original bundles, but when that proved too difficult, the KTN employees simply left the bundles with broken bands. The new bundles were moved to the back of the warehouse, away from the original copper bundles. 2

The KTN employees referred to the copper re-bundling as “G-Money’s Project,” “G-Money” being Wolfe’s nickname. *1209 Regardless of which employees were assisting at the time, some employees removed copper sheets from the bundles while others were responsible for moving the newly-formed bundles to a different location. Wolfe maintained a piece of paper with file numbers — jokingly referred to as Wolfe’s “little black book” — that he used to keep track of which copper bundles had sheets removed from them. The “project” was never completed during normal KTN business hours; employees either arrived early or stayed late on weekdays or completed the work on weekends. Wolfe told employees who asked him about the copper re-bundling that they were “fixing a problem for the customer to keep the customer happy” or “not to ask questions.”

Michael Cohen, who purchased the copper directly from Harris on behalf of his business, Team Alliance Plastics, sent trucks to the Gary warehouse to pick up the copper. The trucks typically arrived at the Gary warehouse between 3:00 a.m. and 4:00 a.m. to receive the copper loads. Eron Titsworth, a truck driver for Team Alliance Plastics, testified that he had a difficult time getting through KTN’s security gates on one occasion, but after calling Harris, Morales arrived at the gate in less than two minutes, and he never again had trouble with security. Once the trucks were past security, Olds and Morales loaded the trucks in conformance with the instructions they had received from Wolfe regarding which copper bundles to load. The truck drivers never received any paperwork from KTN in connection with the copper pickups; they created their own bills of lading in ease they were stopped by law enforcement personnel.

After the copper bundles were loaded onto the trucks, the truck drivers transported them from the Gary warehouse to the Team Alliance Plastics warehouse in Springfield, Michigan. Upon receipt of the copper shipments, Cohen would remove the bands and return them to Harris. The copper was then repackaged and sold to Stiana, a company located in Toronto, Canada. Cohen received approximately $500,000 from Stiana for the copper; he paid Harris approximately $360,000.

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Cite This Page — Counsel Stack

Bluebook (online)
701 F.3d 1206, 2012 U.S. App. LEXIS 24937, 2012 WL 6028903, Counsel Stack Legal Research, https://law.counselstack.com/opinion/united-states-v-gregory-wolfe-ca7-2012.