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Risk management is a formal framework used by organizations to detect, analyze, prioritize, and control risks across financial, operational, technological, legal, and strategic domains. It involves evaluating the likelihood and impact of potential events, implementing controls and safeguards, and continuously monitoring the environment to adapt to emerging threats.

Effective risk management supports regulatory compliance, business continuity, cybersecurity resilience, and organizational governance, making it essential for industries such as finance, healthcare, technology, manufacturing, and government.

Bust Out Fraud: When a Legitimate Business Is Turned Into a Weapon

Bust‑out fraud is one of the most damaging forms of business fraud. Unlike schemes that rely on fictitious companies or obviously forged documentation, bust‑out fraud exploits real businesses with real credit histories, turning legitimacy itself into the fraudster’s most powerful tool.

We recently found records involving a bust‑out scheme while performing research in connection with a commercial lending transaction. While the specific circumstances are confidential, the pattern was familiar and increasingly common across industries.

What Is Bust‑Out Fraud?

Bust‑out fraud occurs when an individual or group gains control of an existing business, builds or exploits its creditworthiness, and then rapidly incurs debt with no intent to repay. Once the credit is exhausted, the perpetrators disappear, leaving lenders, vendors, and partners with the losses.

What makes bust‑out fraud especially dangerous is that it often looks like normal business activity, until it’s too late.

How Bust‑Out Fraud Typically Works

A classic bust‑out scheme unfolds in recognizable stages:

  1. Acquisition or Control
    The fraudster purchases a business, installs themselves as an officer, or otherwise gains operational control, sometimes through seemingly legitimate mergers, management changes, or filings.
  2. Quiet Period / Credit Grooming
    For months (or longer), the company operates normally. Bills are paid on time. Credit limits may even be modestly increased. The goal is to reinforce trust.
  3. Rapid Credit Expansion
    Once confidence is established, the business applies for additional loans, vendor credit, leases, or financing, often simultaneously and across jurisdictions.
  4. Cash‑Out Phase
    Assets, inventory, or loan proceeds are diverted. Payments suddenly stop. Executives resign or become unreachable.
  5. Collapse
    The company folds, files for bankruptcy, or simply goes dark, leaving creditors scrambling to unwind what happened.

Real‑World Examples of Bust‑Out Fraud

While every scheme differs in execution, the following examples illustrate common variants.

  • Example 1: The “Too Smooth” Acquisition

A mid‑sized services firm is acquired by a new holding company. The new leadership existing staff and contracts in place, pays vendors promptly, and even invests modestly in marketing. Within a year, the company secures multiple six‑figure credit lines, followed by a sudden wave of equipment purchases and short‑term loans. Three months later, the business defaults across the board and leadership vanishes.

  • Example 2: Vendor Credit Exploitation

A long‑standing distributor with excellent payment history begins placing unusually large orders with multiple suppliers at once, negotiating extended terms. The inventory is resold quickly, often below market, to generate immediate cash. Vendors discover the fraud only after invoices go unpaid and bankruptcy filings appear.

  • Example 3: Identity Leverage Across Borders

A legitimate company with international operations is acquired by new principals. Corporate records are updated in multiple jurisdictions. The firm then secures financing in countries where credit checks rely heavily on corporate registration rather than beneficial ownership. The debt accumulates rapidly and enforcement becomes complicated once the entity dissolves.

Why Bust‑Out Fraud Is Hard to Detect

Bust‑out fraud often evades traditional fraud controls because:

  • The business already exists
  • Credit histories appear legitimate
  • Documentation is often technically correct
  • Early behavior reinforces trust rather than raising alarms

In many cases, the change in intent, not the change in structure, is what transforms a normal business into a fraud vehicle.

Final Thoughts

Bust‑out fraud exploits legitimate businesses and may remain concealed without thorough due diligence. In this instance, background screening identified prior involvement by the loan applicants in a bust‑out scheme, underscoring the value of a risk‑based review in identifying fraud risks before material exposure occurs.

 

Disclaimer: This communication is for general informational purposes only and does not constitute legal advice. The summary provided in this alert does not, and cannot, cover in detail what employers need to know about the amendments to the Philadelphia Fair Chance Law or how to incorporate its requirements into their hiring process. No recipient should act or refrain from acting based on any information provided here without advice from a qualified attorney licensed in the applicable jurisdiction.

April 6th, 2026|Categories: Commercial Transactions Due Diligence|Tags: , , |

Risk-based approach to employment screening rates high on value chain

In today’s world just about every company knows that an effective employment screening program is invaluable for hiring qualified individuals, reducing turnover, deterring fraud and other criminal actions, and avoiding or mitigating litigation.

Recognizing that a “bad” hire is a threat to the bottom line, many companies, from investment bankers to law firms, are taking a risk-focused approach to background investigations and deciding what is appropriate or how much should be done to ensure organizational success. For example, obtaining a credit report or checking civil records for an entry-level applicant with low risk responsibilities may be of limited use, while reviewing such record histories for someone who will handle money or have access to sensitive information may be imperative in assessing his/her suitability for a position of trust.

Best practices in both the government and in the private sector indicate that a risk designation should be determined for every position, based on its description of duties and responsibilities. The risk grade should be commensurate with the employee’s assigned trust level, financial accountability, access to sensitive and confidential information and critical data systems, autonomy, discretionary authority, and potential opportunity for misconduct.

To be effective and non-discriminatory, employment screening policies need to specify a uniform set of background investigation elements for all position/assignment levels, including new hires, temporary workers, interns, transferred and promoted employees, contractors and volunteers.

SI has a full suite of employment background investigation products. Please visit our website at https://www.scherzer.com/ to learn more or order an investigation.

September 13th, 2011|Categories: Compliance Corner for Employment Decisions|Tags: , , |

No background check was done on Michael Jackson’s doctor

Media sources reported that among several wrongful death lawsuits filed by the Jackson family, is a September 2010 action against event production company AEG Live and others alleging that they are responsible for the singer’s death because his “This Is It” tour contract with AEG created a legal duty to keep him healthy.

In its complaint, among other causes, the Jackson family accuses AEG of “negligent hiring” and retention of Dr. Conrad Murray to care for Jackson instead of his usual doctor. Earlier this year, prosecutors charged Murray with involuntary manslaughter, to which he pleaded not guilty. The doctor is accused of administering the drug Propofol to Jackson without the necessary resuscitation equipment or nursing support, and subsequently causing his death. The ‘Negligent Hiring’ cause of action in the complaint filed in Los Angeles County states:

“In undertaking to hire Murray, AEG performed absolutely no diligence in investigating or checking into Murray’s background, specialties, ability, or even whether he was insured, which it had a duty to do. In choosing to hire and employ a physician to treat Jackson, AEG undertook to act, and it needed to do so reasonably. AEG did not act reasonably and breached its duty.”

“During the course of Murray’s treatment, it became clear to AEG that Jackson was not doing well at all. AEG did nothing to terminate Murray and instead negligently retained him as an employee, and in so doing violated its duty of care. AEG insisted that Jackson continue treatment with Murray and receive no treatment from other physicians, a further breach of its duty of supervision.”

Along with negligent hiring, training and supervision, the complaint calls for unspecified damages for breach of contract, fraud, and negligent infliction of emotional distress. And in the most recent case filed November 30, 2010 in the Los Angeles County Superior Court, Joe Jackson is also claiming negligent hiring, training and supervision and negligence by the Murray-affiliated clinics and negligence against the pharmacy (and Murray.) A similar suit filed this past June did not include the pharmacy, and was dismissed.

Shortly after Michael Jackson’s death, ABC News reported that Murray was arrested on domestic violence charges in 1994 after an incident with his then-girlfriend. The doctor was tried and acquitted. When a company fails to conduct a background check, the employer can be held legally liable for a worker, independent contractor or volunteer who causes injury to a customer, co-worker or the general public. Whether the individual was acting within the capacity of the job for which he/she was hired does not matter. The legal theory is that even if an employer did not possess direct knowledge of the liability posed by an employee, the company is legally responsible because the employer should have known about the threat presented by the individual. Currently, fewer than 50% of the states uphold the doctrine of negligent hiring, and the criteria for determining negligent hiring differ from state to state.

December 8th, 2010|Categories: Compliance Corner for Employment Decisions|Tags: , , |

Updating investigations as part of your risk management strategy

 

As part of its standard risk management program, our client requested background investigations of two individuals in connection with an engagement continuation. SI had conducted investigations of these subjects three years prior when our client initially began its consulting engagement with them. No negative information was located in the previous investigations; however, our client quickly learned the value of conducting periodic updates.

The new investigation revealed recently filed federal indictments charging both subjects with aiding and abetting in the evasion of taxes owed on their salaries between 2006 and 2008, amounting to more than $450,000 each. The government also charged that subject #1 directed his wife to evade income taxes on her salary between 2004 and 2007 by claiming as many as 99 exemptions on her W-4. Additionally, searches of the State Real Estate Board disclosed a pending disciplinary action against subject #2 for “misstating a material fact” that “included fraud.” Both subjects had filed personal Chapter 7 bankruptcies in December 2008 and had been named as debtors in multiple judgments and tax liens for amounts ranging from $35,000 to $2,300,000. The subjects had begun their start-up company three years earlier with clean records, but in short-order they had become a liability to our client.

September 15th, 2009|Categories: Commercial Transactions Due Diligence|Tags: , , |

Background investigation reveals untruth in advertising

 

SI was engaged to investigate a national company along with two of its principals as part of our client’s risk management program. The company’s ads have appeared almost daily in major newspapers and on the Internet, and the merits of its consumer services (for confidentiality, we can’t say what they are) have been touted in the professionally scripted testimonials of “real” customers. But SI’s investigation found media reports and court documents showing that the claims were not so credible. There is a pending federal class-action lawsuit against the company and its principals alleging several fraudulent business practices, including the misleading advertising of a service guarantee that “is riddled with restrictions, waivers and limitations” and service enrollments without authorization. Six additional lawsuits for similar causes of action are pending in various county-level courts.

Further, SI’s investigation uncovered the checkered backgrounds of the two principals behind the company. Searches of bankruptcy records revealed that both subjects had filed for protection from creditors – and in the co-founder’s case, had filed multiple times. Also missing from the company’s pitch was that the co-founder’s previous career in a similar business culminated in a federal judge’s order barring him from “promoting, offering for sale, performing or distributing any product or service related to [consumer] services.”  Had our client’s decision-makers relied on the company’s presentation of itself and its principals, they would not have been able to realistically assess the risk of engaging in business with the subjects. While a search of media stories might reveal complaints against a potential client, it’s a full in-depth investigation that brings all the pieces together.

September 8th, 2009|Categories: Commercial Transactions Due Diligence|Tags: , , , |

Your Risk Management Partner … Because Integrity Matters

 

The past few months have witnessed appalling stories of con artists who bilked billions of dollars out of people, business, and charitable foundations. These white collar thieves were not just in banking and on Wall Street; they were in health care, retail, oil and refining, military supplies and other fields. In short, the effects of these cons have been felt on every street in America and beyond.

Do these stories indicate that business crime has increased in recent years, or are we simply more effective in catching the perpetrators? Perhaps it is a combination of both, but these cases point to the importance of internal controls through due diligence and risk management.

Scherzer International (SI) has a proven reputation for accuracy, expertise, quality and speed in risk management. As part of a Risk Management Program we provide background reports with search strategies designed for each client’s risk level. Our highly trained research analysts review and summarize public records for both individuals and companies and deliver a comprehensive, easy-to-read report targeted on the client’s purpose of investigation.

SI’s trusted reputation was proven once again recently in two highly publicized cases involving fraud, money laundering and drug related crimes. Years before news broke on the cases; SI identified these individuals as a potential risk for two of our clients. Based on our reports, our clients (one a financial services firm and one an accounting firm) made the informed decision not to engage in business with these individuals. In one case, the subject of our investigation was arrested and convicted of drug related crimes, money laundering and involvement in organized crime. In the other case, the federal government charged the subject with illegal financial dealings, investments that could not be traced and altering financial records.

It is difficult to quantify just how much SI’s background report saved these companies in what could have been very costly and damaging decisions. What we can say is that our clients feel confident that we are an integral part of their Risk Management Program.

Your Risk Management Partner … Because Integrity Matters

June 25th, 2009|Categories: Commercial Transactions Due Diligence, Compliance Corner for Employment Decisions|Tags: , |
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