United States v. Theiler

Court of Appeals for the Fifth Circuit·Decided July 7, 2026·No. 24-40779·Published

Opinion

United States Court of Appeals for the Fifth Circuit

____________ United States Court of Appeals Fifth Circuit

FILED

No. 24-40779 July 7, 2026

Lyle W. Cayce

United States of America, Clerk

Plaintiff—Appellee,

versus

Matthew John Theiler; Susan L. Hertzberg; David Weldon Kraus; Thomas Gray Hardaway,

Defendants—Appellants.

Appeal from the United States District Court for the Eastern District of Texas USDC Nos. 6:22-CR-3-1, 6:22-CR-3-2, 6:22-CR-3-3, 6:22-CR-3-5

Before Higginbotham, Smith, and Oldham, Circuit Judges. Patrick E. Higginbotham, Circuit Judge:

A jury found Susan Hertzberg, Thomas “Gray” Hardaway, Matthew Theiler, and David Kraus guilty of conspiring to commit illegal remunerations under the Anti-Kickback Statute (AKS). 1 On appeal, the defendants challenge the sufficiency of the evidence supporting their

1 18 U.S.C. § 371; 42 U.S.C. § 1320a-7b(b).

No. 24-40779

convictions and the district court’s handling of the jury notes and instructions. We AFFIRM.

I

This case is about a conspiracy to pay doctors for patient referrals, generating a grave misappropriation of American taxpayer dollars. The participants include a laboratory testing company, hospitals, pass-through entities called Management Service Organizations (MSOs), and physicians.

A

Boston Heart Diagnostics, Inc. (BHD) develops advanced blood lipid tests used to diagnose heart disease and contracts with physicians and hospitals to deliver tests at a fixed price. The appellants are former BHD employees. Hertzberg served as CEO, Theiler served as vice president of sales, and Kraus and Hardaway were sales representatives covering Texas.

Little River Health Care owned two “critical-access” hospitals in the rural outskirts of Austin, Texas. Critical-access hospitals provide health care to underserved communities and receive, by virtue of servicing this population, cost-based reimbursements from Medicare that significantly exceed standard fixed reimbursement rates.

In early 2015, Little River CEO Jeffrey Madison contacted Hardaway about a potential partnership. Separately, Dr. Jonathan Sheinberg, a BHD client who leased his practice to Little River, encouraged Hertzberg to do business with them. Little River and BHD entered a partnership agreement in March, whereby: (1) Little River would introduce BHD’s tests to its network of affiliated physicians; (2) the physicians would refer their patients to Little River for BHD testing, and Little River would provide phlebotomy services for those physicians to reduce their overhead costs; (3) Little River would bill payors directly for the costs associated with BHD’s tests under

No. 24-40779

Little River’s favorable insurance contracts; and (4) BHD would run the tests submitted by the affiliated physicians. The partnership aimed to minimize overhead costs and maximize profits for both companies by capitalizing on Little River’s high reimbursement rates as a critical-access hospital.

BHD soon learned the mechanics of Little River’s operation. The hospital used pass-through entities called MSOs to recruit physicians to affiliate or “partner” with the hospital. 2 Affiliation involved referring procedures to Little River to capture the benefits of its lucrative insurance contracts. Generally speaking, MSOs operate lawfully when they provide marketing, advertising, IT, or administrative services in exchange for a fee from the physician. 3 Little River’s MSOs could provide these professional services to “affiliated” physicians without issue. But as the AKS prohibits kickbacks for referring services paid by federal health programs, the MSOs could not legally compensate Little River’s network of physicians for referring federally insured patients.

BHD’s Texas sales team—namely Hardaway, Kraus, Jeff Parnell, and Laura Howard, all of whom reported to Theiler—managed BHD’s relationship with Little River on the ground. They visited physicians’ offices with an MSO “marketer” to onboard physicians to Little River’s network. They would conduct follow-up visits a “couple times a week.” The marketers included Robert O’Neal, Christopher Gonzales, and Ruben

2 The scheme involved several MSOs, including Ascend, Rise, LGBR, Regal, BenefitPro, Exit Therapy, and Benchmark, among others. A co-conspirator testified that the MSOs were “just a piece of paper” and that “the names were secondary” because “[i]t was all for the purpose of procuring referrals.”

3 See, e.g., United States v. Sorensen, 134 F.4th 493, 500–03 (7th Cir. 2025) (holding physician did not violate AKS by making payments to third-party MSO providing “only advertising services”).

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Marioni, among others. O’Neal was considered the “architect” and gatekeeper, as marketers had to “go through” him to work with certain hospitals.

The profitability of Little River’s model was patent. BHD’s annualized revenue from the partnership reached $4.4 million by June 2015, $12.9 million by July, and $20.8 million by September. The average reimbursement for each test billed under the agreement doubled by September, rising from around $400 to $942. And the Texas sales representatives’ rates for blood-test orders increased by 51 percent, 257 percent, and 300 percent.

Some were understandably wary of the model, like JoAnna Shore, BHD’s vice president of hospitals. In November, Shore told Hertzberg that she did not “fully understand the Little River business model,” i.e., its “marketing arm (MSO?)” and “targeted provider market.” Shore stated her “strong recommendation and request, is that we reel this in and ask the field to stand down on any further client bill engagement with hospitals, Critical Access or otherwise, until we have an opportunity to train.” In response, Hertzberg paused expansion of Texas hospital partnerships, arranged a call with Little River to learn more about its model, and hired Rob Rossi as vice president of compliance. Ultimately, Shore had persisting “questions” about the MSO model targeting physicians and advocated instead for a “joint venture” with Little River to “create a different approach.”

Meanwhile, BHD “kept doing business with hospitals affiliated with MSOs,” like Little River, and continued to see explosive revenue growth. From April 2015 to June 2016, BHD earned about $20.5 million in revenue from Little River, or $27 million with accounts receivable. Andy Flynn, a financial analyst, had projected annual revenues between $22 million and

No. 24-40779

$142 million for the Little River partnership based on the average volume for BHD’s clients nationwide. Although within Flynn’s projected range, the partnership’s growth was eye-popping—Little River was a 30-bed rural hospital operating out of trailers, yet within months it had grown to comprise a quarter of BHD’s projected nationwide annual revenue.

BHD pursued a broader share of the Texas market in the spring of 2016, as Little River and some high-volume physicians had begun doing business with True Health, a competitor lab. Theiler, his sales team, and marketer O’Neal negotiated new partnerships with Integrity Transitional Hospital in Denton and Stamford Hospital near Abilene.

Despite BHD’s record-setting revenues and expansion opportunities, trouble brewed in paradise. Hertzberg resigned on May 31, 2016, as her relationship with the company’s new owner (Eurofins) and board chairman (Jonathan Lapin) soured over personnel changes, compensation, and strategic direction. Three days later, Hertzberg and several other executives received a whistleblower complaint from hospital sales director Michael Ivers, detailing allegations of AKS violations within the company. Then came the exodus. Hertzberg publicly announced her resignation at the end of July and departed on August 9, 2016. Hardaway quit BHD that summer and continued working directly for the MSOs as a marketer. Theiler left in January 2017.

B

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Related

§ 371
18 U.S.C. § 371
§ 1320a
42 U.S.C. § 1320a
§ 3231
18 U.S.C. § 3231
§ 1291
28 U.S.C. § 1291