Werner H. Erhard v. Commissioner Internal Revenue Service, (Three Cases)

46 F.3d 1470
CourtCourt of Appeals for the Ninth Circuit
DecidedFebruary 8, 1995
Docket93-70357, 93-70359 and 93-70360
StatusPublished
Cited by23 cases

This text of 46 F.3d 1470 (Werner H. Erhard v. Commissioner Internal Revenue Service, (Three Cases)) is published on Counsel Stack Legal Research, covering Court of Appeals for the Ninth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Werner H. Erhard v. Commissioner Internal Revenue Service, (Three Cases), 46 F.3d 1470 (9th Cir. 1995).

Opinion

O’SCANNLAIN, Circuit Judge:

We are invited to follow the winding paths of circular money movements to determine whether they lead to transactions of economic substance for federal income tax purposes.

I

Werner Erhard has offered a variety of seminars, workshops, and other programs in personal effectiveness since 1971. At that time, Erhard hired tax attorney Harry Mar-golis to be his personal financial and legal advisor. Margolis arranged the formation and financing of Erhard Seminars Training, Inc.

In 1975, Margolis created a new corporation, “est, a.e.c.,” to assume the activities of Erhard Seminars Training, Inc. The stock of est, a.e.c. was seemingly owned by a complex web of offshore entities created by Mar-golis. 1 Erhard purported to be just an employee of est, a.e.c., without any legal ownership interest.

Integral to both est, a.e.c. and its predecessor, Erhard Seminars Training, Inc., was the Harry Margolis “system.” The system was composed of offshore and domestic corporations, trusts, banks, partnerships, and other entities that were used to implement Margolis’ tax planning. Such so-called “system entities” were controlled either directly or indirectly by Margolis. The est, a.e.c. organizational structure devised by Margolis was a maze of intertwined organizations with numerous agreements among the entities involved. After Margolis created est, a.e.c., he created a variety of system entities which dealt only with est, a.e.c. As Erhard’s counsel explained, the main purpose of such an organization was “to try to get money paid offshore in a deductible fashion, and then the money would find its way onshore in a non-income fashion.” Reporter’s Transcript, volume 22 at 102.

In implementing this tax planning, Margol-is devised orchestrated money movements *1473 that were structured by contractual arrangements. In a typical circular money movement, funds would pass from one system entity to a taxpayer, and then from the taxpayer to a second system entity for some ostensible business purpose of the taxpayer. Thus, the taxpayer would appear to have incurred a substantial expenditure, whereas he in reality had merely taken money from, and then returned it to, the system. Consequently, Margolis’ transactions have been described as “financial gymnastics, devoid of economic substance.” Goldberg v. United States, 789 F.2d 1341, 1343-44 (9th Cir.1986).

Margolis maintained so-called “system accounting” for his clients which consisted of a chronological list of the client’s transactions within the system and which kept track of the client’s balance, either positive or negative, vis a vis the system. All funds that went into the system from a client or a non-system entity were entered as a credit to the client while all funds that went out of the system to a client or a nonsystem entity were entered as a debit to the client. A client earned interest on positive balances in the system accounting and was charged interest on negative balances. Transactions between system entities were not recorded because the funds stayed in the system. Though Erhard purportedly had no ownership interest in est, a.e.c., Margolis maintained only one combined system accounting for Erhard and est, a.e.c.

The tax court found that Margolis’ representation of clients generally consisted of three phases. During the initial phase, the client’s goals were defined and documents were drafted to realize the goals. Then, followed an implementation stage during which the required relationships were established. Finally, there was a- clean-up phase when the client wished to terminate the contractual relationships. Where required, money movements would be made in order to complete the clean-up phase. Erhard v. Commissioner, 62 T.C.M. (CCH) 1, 3, 1991 WL 116587 (1991). In a memorandum of May 1980, Margolis stated that at the time est, a.e.c. was formed in 1975, it was contemplated that the corporation would not exist for more than three years. Id. at 4.

In 1976, Margolis was indicted on criminal tax charges. He was acquitted of all charges in 1977, but after the indictment, Erhard allegedly became concerned about negative publicity surrounding Margolis’ involvement in est, a.e.c. Further, the Margolis system was so complex that Erhard could not assess his own financial condition or that of est, a.e.c. Thus, in January 1980, Erhard announced the initiation of a project to “create est anew.” To that end, Erhard formed a task force composed of est, a.e.c. executives, staff members, and outside legal advisors. In May 1980, Erhard issued a memorandum advising his staff that Erhard, Margolis, and the task force had jointly determined to replace Margolis as the general and tax counsel of est, a.e.c.

The task force recommended that Erhard convert the operation into a sole proprietorship. Accordingly, Werner Erhard and Associates (‘WEA”) was established as a sole proprietorship in February 1981. At this point, WEA needed to acquire the assets of est a.e.c. WEA also needed funds for the acquisition. As for the funds, Margolis indicated that, “[t]he truth is that there is no source other than the accumulated values of the past decade.” Id. at 12.

The asset acquisition was accomplished in four phases. In the first phase, which occurred in June and. July 1981, Erhard borrowed $2,200,000 from Terla, B.V., a system entity and $5,000,000 from Barclays Bank of San Francisco. Barclays Bank was not a system entity, but the loan was a back-to-back loan secured by Parallax Corp., a system entity. 2 Thus, the money lent to WEA originated with the system. WEA immediately transferred $4,950,677 back to various system entities, allegedly in payment for assets. However, out of the aggregate loan *1474 proceeds of $7,200,000, Erhard retained $2,249,323 for operating expenses.

Phase two occurred on or about August 27, 1981 and was financed through three separate loans to WEA from Terla, a system entity, in the aggregate amount of $6,580,000. WEA retained $850,854 and transferred the rest back into the system through a number of system entities. Thus, in phases one and two, Erhard retained a total of approximately $3 million while the rest of the money cycled out of, and back into, the system.

Phase three took place on September 15, •1981. At this point, WTEA owed approximately $13,800,000 in short-term debt to Ter-la and Barclays Bank. Erhard desired to replace his short-term debt with a long-term loan. Accordingly, Erhard called Wolfgang Somary, co-founder of Intercultural Cooperation Foundation (“ICF”), seeking to borrow money for WEA. ICF had no money to lend; however, shortly thereafter, Margolis called Somary and arranged for ICF to accept funds from a Margolis system entity and then to lend those funds to WEA. Margolis also contacted Fernando Flores, co-founder of the St. John Fundación, who likewise agreed to act as a conduit for the loan so long as the funds were made available to him. As nonsystem entities, ICF and St.

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Bluebook (online)
46 F.3d 1470, Counsel Stack Legal Research, https://law.counselstack.com/opinion/werner-h-erhard-v-commissioner-internal-revenue-service-three-cases-ca9-1995.