United States v. Marchetti

96 F.4th 818
Court of Appeals for the Fifth Circuit·Decided March 20, 2024·No. 22-40617·Published·Cited by 8 cases

Opinion

United States Court of Appeals for the Fifth Circuit

____________ United States Court of Appeals Fifth Circuit

FILED

No. 22-40617

March 20, 2024

Lyle W. Cayce

United States of America, Clerk

Plaintiff—Appellee,

versus

Vincent Marchetti, Jr.,

Defendant—Appellant.

Appeal from the United States District Court for the Eastern District of Texas USDC No. 5:19-CR-25-3

Before Smith, Graves, and Wilson, Circuit Judges. Jerry E. Smith, Circuit Judge:

Vincent Marchetti, Jr., was convicted of one count of conspiracy to commit illegal remunerations in violation of 18 U.S.C. § 371. He appeals that conviction and challenges the district court’s application of the sentencing guidelines. We affirm the conviction and sentence.

I.

Vantari Genetics LLC (“Vantari”) was a medical laboratory specializing in pharmacogenetic testing. As of 2014, its key officers included Nicholas Arroyo (its CEO), Sean Parrish (its COO), Phillip Lamb (its CFO), and

No. 22-40617

Shaun Opie (its CSO). Vantari operated in Irvine, California, with a distribution center in Tempe, Arizona. It billed Medicare for providing lab testing services to Medicare beneficiaries.

Vantari’s main means of obtaining medical samples from patients was to pay a national network of independent sales groups, or “distributors,” to attract Medicare referrals to Vantari. Those distributors were mostly healthcare professionals with established relationships with physicians; alternatively , the distributors would hire healthcare professionals who had those established connections. Vantari would pay a distributor a percentage of the revenue from each Medicare referral. Marchetti, who operated Advanced Life Sciences LLC (“ALS”), was one of those distributors and had a network of sub-distributors.

Arroyo “thought that Vantari Genetics would be one of the largest genetic testing companies in the world. That was [his] goal.” As a part of its growth, in the fall of 2013, Vantari engaged the law firm of Snell & Wilmer, LLP, to “put together a road map for [legal] compliance for Vantari.” Lamb “drove a lot of . . . internal discussions about changes” to “the way that [Vantari] compensated people.” 1 In January 2014, Vantari agreed to pay ALS 35% of the business it received from ALS’s referrals. That roughly coincided with growing concern about the legality of Vantari’s method of compensating its distributors.

In the meantime, while Arroyo and Parrish were in California “running the operation a hundred percent of the time,” Lamb and Opie “were working remotely.” Arroyo and Parish grew “frustrated by the fact that

1 Arroyo testified that Lamb joined the company “in early 2014.” This appears to be slightly inaccurate, as Lamb was communicating with Snell & Wilmer on behalf of Vantari as early as September 2013.

No. 22-40617

[Vantari was] generating all this revenue, and people like Phil Lamb are partners, and Shaun Opie, our other partner, were sitting in Scottsdale, Arizona, in their—you know, in his $5 million mansion just hanging out all day long.”

At some point, presumably between January and July 2014, Arroyo and Parrish formed a new entity called KNM Global. In July 2014, they agreed with Marchetti to increase the percentage Vantari paid ALS to 50%. In exchange, ALS would pass 5% back to KNM Global. That same month, Snell & Wilmer expressed concerns about the legality of Vantari’s existing compensation scheme.

Arroyo regularly spoke to Marchetti about issues concerning the payment scheme. In July 2014, Marchetti proposed restructuring the contract. Vantari discussed possible changes to the compensation structure with Snell & Wilmer. Vantari ultimately adopted a model that would pay ALS a percentage “net collected non-federal reimbursements” plus a fixed amount per month per “active” representative. 2 That agreement allowed ALS to hire “contractor representative[s]” who would, inter alia, “[i]ntroduce and market the Vantari brand to the physician community.”

Arroyo assured Marchetti that there were ways to achieve the same levels of compensation as before the switch, “whether it was to increase the compensation on the commercial side of the business, whether it was to give them a heads up in terms of how many people that they needed to have actively working under the organizations to hit certain metrics, whether it was a form of bonus.” And around September, Vantari paid ALS a $75,000

2 The exact percentages and fixed amounts at any given point are unclear. One contract, signed by Marchetti on September 2, 2014, says 50% but $0 fixed. A later contract signed September 1, 2015, 47.5% and $3,000 fixed.

No. 22-40617

bonus.

Ultimately, Vantari established a system that would yield ALS what was being paid under the old system by giving the distributor the data needed to fabricate a sufficient number of reports to justify the payment. ALS engaged in this practice. In one instance, ALS submitted reports indicating activity from Drs. Chipotle, Lettuce, McDonald, Carl’s, Burger, and King. 3 In other instances, it appears that ALS submitted reports artificially multiplying the activity of a single representative.

At least as early as 2015, “Parrish was extremely concerned that [his and Arroyo’s] partners would start to catch on,” so he created CodonDx (“Codon”), a limited liability partnership, as a “furtherance . . . of what KNM Global originally was.” Codon was run by Adam Matz, a friend of Parrish’s. Matz “was placed to artificially buffer us from any kind of feedback or anything that would come to the company from an outside source, whether that be our partners, whether it be a regulatory body, whether it be a legal problem.” Matz understood the company “to be a sales and marketing company.” It would also “manage and be lab consultants.”

Codon served as an “independent sales representative organization []” for a competing lab called Althea. Codon got paid directly by Althea. Codon, in turn, had an agreement with ALS “to pay them 40 percent commission on each reimbursable assay that pays over $200.”

Now servicing two labs, Marchetti expressed concern about the difficulty of using two distinct test swabs and asked Arroyo whether something could be done. Arroyo said that was something he “ha[d] the power to

3 Marchetti contends that (1) a colleague generated the report, and he merely negligently rubber-stamped it, and (2) the report was never submitted for federal business. Resolving those contentions is not important to the resolution of this case.

No. 22-40617

control” and suggested Vantari could “validate Althea’s sampling device for Vantari’s tests and utilize the sampling device for both laboratories essentially .” There was also a “logistical challenge[] associated with where does it go to . . . does it go to [Althea], or does it go to [Vantari]?” That led to mixups in shipments. So Arroyo ended up diverting some of the shipments, based on which physician’s practice it came from, to Vantari’s distribution center in Tempe instead of sending them right to Irvine.

Which doctors’ practices got rerouted was based on “the book of business that [Arroyo] . . . intend[ed] to send to Althea.” A substantial number of the practices whose samples were diverted were associated with ALS. That diversion was effected by Jessica Conn, Codon’s sole employee and Arroyo’s girlfriend. She would transcribe orders between prescription pads for the two laboratories. Marchetti would visit the distribution center in Tempe with some regularity and on at least one occasion left a gift card for Conn because “she was doing a great job.”

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United States v. Marchetti, 96 F.4th 818 (5th Cir. 2024).

96 F.4th 818 (United States v. Marchetti) — published by Counsel Stack Legal Research, free access to 12M+ legal documents.

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