Alford v. Cassel (In Re Cassel)

322 B.R. 363, 2005 Bankr. LEXIS 437, 2005 WL 661038
CourtUnited States Bankruptcy Court, C.D. Illinois
DecidedMarch 14, 2005
Docket19-80150
StatusPublished
Cited by6 cases

This text of 322 B.R. 363 (Alford v. Cassel (In Re Cassel)) is published on Counsel Stack Legal Research, covering United States Bankruptcy Court, C.D. Illinois primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Alford v. Cassel (In Re Cassel), 322 B.R. 363, 2005 Bankr. LEXIS 437, 2005 WL 661038 (Ill. 2005).

Opinion

OPINION

THOMAS L. PERKINS, Bankruptcy Judge.

Before the Court is the adversary proceeding brought by the Plaintiffs, Thomas Alford (ALFORD) and Lamar Harris (HARRIS) (together referred to as the PLAINTIFFS), seeking a determination of nondischargeability under Section 523(a)(2) for a debt owed to each of them by the Debtor, A. DeWayne Cassel, II *366 (DEBTOR). The PLAINTIFFS invested $60,000 in a business owned and operated by the DEBTOR and allege that they were deceived as to the financial condition of the company.

BACKGROUND

ACT Bending & Steel Co., Inc. (ACT) was a metal fabricator of tubular products for close to thirty years. The business, begun by Alvie Cassel and his wife, the DEBTOR’S parents, was one of the oldest minority owned businesses in Peoria, Illinois. In 1996, the DEBTOR purchased the business from his father for $375,000, giving him a promissory note. The DEBTOR was the sole shareholder and officer. In 1999, the DEBTOR borrowed approximately $1.3 million guaranteed by the Small Business Administration (SBA) for renovations. Both the DEBTOR and his other corporations guaranteed the debt.

By the early part of 2001, ACT had lost a major customer and was experiencing financial difficulty. The DEBTOR stopped taking a salary and began looking for investors. He mentioned his search to Bernard Dotson, a program manager for Mitsubishi working in the field of minority supplier development. ACT had participated in Mitsubishi’s first mentoring program. Mitsubishi had teamed ACT up with Bundy Corporation and Bundy International, one of its primary tube suppliers, in order for ACT to learn from Bundy and to develop the techniques necessary to become a direct supplier to Mitsubishi.

ALFORD and HARRIS, college classmates of Bernard Dotson, dreamed of owning their own business together. Since their graduation from Purdue University, ALFORD had acquired extensive knowledge in corporate finance and HARRIS had focused upon manufacturing. After earning a degree in Industrial Engineering from Purdue, ALFORD received a Masters in Finance, Corporate Accounting and Entrepreneurship. He also has a Masters in Government Contracting from George Washington University. ALFORD worked as an engineer for General Motors, finance manager for Kraft Foods, finance associate for Chrysler and a financial comptroller for Sarah Lee Bakery.

HARRIS also earned an undergraduate degree in Industrial Engineering. After receiving an MBA from Lawrence Tech, he worked for Daimler Chrysler group for seventeen years. Specializing in the field of manufacturing and more particularly in process redesign, he traveled extensively for Daimler Chrysler, assessing manufacturing operations, identifying areas of waste and streamlining production. HARRIS and ALFORD had both worked hard and had made financial sacrifices in order to save funds available for investment to pursue their dream.

In late April, 2001, ALFORD received a call from Bernard Dotson informing him of the DEBTOR’S need of equity contributions for ACT and his interest in investors with backgrounds in finance and operations. After discussing the opportunity, ALFORD and HARRIS decided to investigate. HARRIS visited ACT first. Bernard introduced HARRIS to the DEBTOR and the DEBTOR gave HARRIS a tour of the facility, including the vacant second floor. HARRIS’ primary objective was to assess the manufacturing operations and to gauge ACT’S potential for expansion. The DEBTOR showed HARRIS some of the products, including a prototype for Harley Davidson and discussed ACT’S relationship with Caterpillar and Mitsubishi. During the meeting, the DEBTOR advised HARRIS that ACT was going through a down cycle and that he was looking for investors to provide a cash infusion. *367 HARRIS left ACT with a very favorable impression.

ALFORD, having talked with the DEBTOR by phone after HARRIS’ visit, came to Peoria in early May to view the facility and meet with the DEBTOR. After being greeted by the DEBTOR’S wife, Joelle, ALFORD was shown into the newly remodeled conference room and introduced to the DEBTOR’S father. ALFORD was also taken on a tour of the entire facility by the DEBTOR. ALFORD noted that some of the equipment in the production area was “state of the art” and considered that the empty warehouse area could easily house four small businesses. Upon completing their walk-through, the DEBTOR and ALFORD returned to the DEBTOR’S office to continue their discussions regarding ACT’S financial status. ALFORD had a line of questions for the DEBTOR, primary of which was the amount of ACT’S debt. According to ALFORD, the DEBTOR told him the amount of the debt was $1.2 million. 1 Although ALFORD considered the debt to be high for a small business, he did not view it as alarming, based on the renovations and the empty space available for expansion or lease. ALFORD asked the standard questions, inquiring as to ACT’S income statement, balance sheet, accounts payable and accounts receivable. The DEBTOR gave ALFORD a list of the accounts payable generated from his computer program, penciling in notations and specific payment terms with regard to each account. In response to ALFORD’S request for the current balance sheet and income statement, the DEBTOR stated that they were not available because the bookkeeper had adjustments to make, but that the DEBTOR would get them for him upon their completion. 2

The DEBTOR told ALFORD that, as his father’s only son, the building, then owned by his father, would belong to him upon his father’s death. He told ALFORD that the building was not for sale because the Cassels wanted to keep it in the family. If HARRIS and ALFORD were interested, however, the DEBTOR assured ALFORD that his father would agree to a long-term lease. Based on his conversation with the DEBTOR, ALFORD inferred that ACT had been prosperous in the past and that its current financial plight was only temporary. Like HARRIS, ALFORD’S first impressions were very positive.

After conferring with one another, HARRIS and ALFORD agreed to move forward. HARRIS relied on ALFORD to continue to gather information from the DEBTOR. ALFORD reviewed ACT’S payroll register, updated accounts receivable reports, work in process report and accounts payable aging reports. ALFORD received the information piecemeal, and each batch of documents would generate additional inquiries of the DEBTOR. ALFORD prepared a series of computer generated spread sheets pertaining to ACT’S financial condition, creating a new version to reflect the most recent figures received from the DEBTOR. ALFORD continued to press the DEBTOR for the balance sheet and income statement, but the DEBTOR always had an excuse to put him off, responding that the documents would be forthcoming when prepared. ALFORD’S attempts to access the DEBTOR’S bank accounts “on line” for monitor *368 ing purposes were also unsuccessful, although the DEBTOR had purported to take the necessary steps to enable ALFORD to do so, by giving him the account numbers and the requisite password.

At the DEBTOR’S suggestion, a meeting was arranged with National City Bank in order to introduce ALFORD and HARRIS, and to advise the bank of their revitalization strategy for ACT.

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Bluebook (online)
322 B.R. 363, 2005 Bankr. LEXIS 437, 2005 WL 661038, Counsel Stack Legal Research, https://law.counselstack.com/opinion/alford-v-cassel-in-re-cassel-ilcb-2005.