United States v. L. Brian Whitfield

663 F. App'x 400
CourtCourt of Appeals for the Sixth Circuit
DecidedOctober 3, 2016
Docket15-5668
StatusUnpublished
Cited by4 cases

This text of 663 F. App'x 400 (United States v. L. Brian Whitfield) is published on Counsel Stack Legal Research, covering Court of Appeals for the Sixth 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. L. Brian Whitfield, 663 F. App'x 400 (6th Cir. 2016).

Opinion

SUTTON, Circuit Judge.

Brian Whitfield owned and managed a human resources and payroll processing company called the Sommet Group. After the government determined that he used his position to steal $25 million from his customers and the government, a jury convicted him of multiple acts of wire fraud, ERISA plan embezzlement, IRS fraud, and money laundering. On appeal, Whitfield challenges' the sufficiency of the evidence supporting these convictions, the admissibility of certain evidence used at trial, and the final calculation of his sentence. We affirm on all counts.

I.

Viewed in the light most favorable to the government, the evidence at trial showed the following. In the fall of 2003, Whitfield and his (then) father-in-law, Ed Todd, co-founded the Sommet Group—or the Personnel Department, as it was then known. Whitfield held a 51% stake in the company and Ed, the primary sales manager, held a 49% stake. Marsha Todd (then Marsha Whitfield, Brian’s wife and Ed’s daughter) ran the payroll department.

The company offered payroll processing and human resource services to small and medium-sized companies. The idea was to give smaller companies “the benefit of [its] expertise, [ ] infrastructure, and economies of scale,” while also providing freedom from “the overhead of a back office.” R. 213 at 31. It worked. For a while.

Most clients allowed Sommet to transfer funds directly from their bank accounts into Sommet’s operational account in an amount necessary to cover the client’s payroll, tax, and benefit obligations. Drawing from this operational account, Sommet would allocate the client’s funds to the appropriate destinations: the IRS, state taxing authorities, various benefits programs (workers compensation, health insurance, and 401(k) plans), and the chent’s employees. Sommet also collected and maintained the tax withholdings for individual employees, agreeing to remit these funds to state and federal authorities as they came due. In exchange for its services, Sommet charged an administrative fee based on a percentage of the client’s overall payroll (usually around 3%), which it transferred as part of the regular payroll withdrawals.

*403 Each quarter, the IRS required' Sommet to file a federal tax return called a 941 form. Sommet reported its wages, employee withholdings, and Social Security and Medicare taxes on these forms. To streamline the tax-filing process, Sommet claimed most of its clients’ employees as its own. That meant Sommet would include its clients’ employees under its own tax identification number on these forms, hot those of their day-to-day employers. Whitfield completed and filed these forms for the Sommet Group. While Whitfield completed the 941 forms, Paula Byrd, a payroll tax specialist, completed and filed Sommet’s state taxes and employee W2 forms. As part of this work, Byrd compiled payroll information from Sommet’s internal database, “the Darwin system.” Id. at 218-19. Because this information applied to federal and state taxes, Marsha would forward Byrd’s spreadsheets to Whitfield to assist him in preparing the federal 941 forms.

For some clients, Sommet offered its services á la carte. As to these employers, Sommet would still file their tax returns but did not include any of the client’s employees under Sommet’s umbrella. Early success led the company to grow to more than 100 employees. The company also acquired and established a number of additional business units: an information technology company (IT Express), a telephone services company (EMG Communications), an insurance company (Sommet Risk & Insurance), and a promotional products supplier (BrandCentrik).

In 2008, Sommet began offering its own health insurance plan to clients. Sommet would draft money from its clients’ accounts to collect plan premiums, holding these funds too in its operational account. Sommet then employed a third party administrator to process and pay the plan’s claims, with Sommet providing the funding upon request. A company called Health-First filled this role as plan administrator.

In February 2009, Sommet began to fall behind on its obligations, Unfortunately for his clients, Whitfield had been using the company’s operational account (where it housed client funds earmarked for employee payroll, benefits, and taxes) for a few other things, including company and affiliate expenses as well as personal disbursements. According to Marsha, Whitfield viewed the account as “his money.” R. 217 at 14.

In February 2009, Wachovia informed Whitfield and Marsha that Sommet had overdrawn its account. From then on, Whitfield assumed control over the operational account. Sommet employees needed Whitfield’s approval to disburse funds from the account, including funds for client obligations (except payroll disbursements). Despite internal requests and client complaints, Whitfield often refused to authorize timely disbursements for client obligations.

In September 2009, HealthFirst, Som-met’s health plan administrator, began receiving complaints from healthcare providers that Sommet’s claims checks were bouncing. Sommet eventually refused to provide the funds needed to cover claims as they came due. In November 2009, HealthFirst sent a letter to Sommet insisting that it resolve these funding issues. The letter indicated that the “[d]elay in claims release ha[d] angered providers and damaged [HealthFirst’s] reputation in the marketplace” and that HealthFirst had “passed the 30-day mark that require[d] [it] to notify the United States Department of Labor that a client appeared] to be insolvent.” R. 214 at 150-51. When Som-met failed to comply, HealthFirst terminated the relationship in January 2010 and contacted the Department of Labor. At that time, Sommet’s unfunded medical *404 claims had accumulated to slightly over one million dollars.

Sommet then hired HCH to step in as plan administrator. HCH, like HealthFirst, soon encountered funding delays. After much back-and-forth and partial, but insufficient payments, HCH could not convince Sommet to cover its outstanding claims obligations, and in June of that year, it too terminated the relationship. The Department of Labor found that employees had been left with $3.8 million in unpaid claims.

In addition to its health plan woes, Som-met fell behind on its other client obligations. Whitfield began delaying payments to state and federal tax authorities, which led to late penalties and accumulated interest. Sommet’s cash shortfalls eventually became so severe that it could not cover its payroll obligations.

Even as these cash flow problems swirled around Sommet, Whitfield instructed Marsha to use the company account to fund the construction of a home infinity pool, the purchase of a three-story houseboat, and the charter of a private jet to attend a football game. Funds from this account also went to cover Sommet’s internal expenses, including personal compensation, salaries for the Sommet affiliate companies, and large payments for the naming rights to a Nashville sports stadium.

Making matters worse, Whitfield’s 941 forms did not match the W2s completed by Byrd. Nor did they match her internal spreadsheets. The variances were considerable. As one example, Byrd’s spreadsheet listed Sommet’s wages for the first quarter of 2009 as $12.4 million, while Whitfield’s 941 reported only $871 thousand for that quarter.

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Bluebook (online)
663 F. App'x 400, Counsel Stack Legal Research, https://law.counselstack.com/opinion/united-states-v-l-brian-whitfield-ca6-2016.