Billings v. GTFM, LLC

867 N.E.2d 714, 449 Mass. 281, 2007 Mass. LEXIS 376
CourtMassachusetts Supreme Judicial Court
DecidedJune 6, 2007
StatusPublished
Cited by31 cases

This text of 867 N.E.2d 714 (Billings v. GTFM, LLC) is published on Counsel Stack Legal Research, covering Massachusetts Supreme Judicial Court primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Billings v. GTFM, LLC, 867 N.E.2d 714, 449 Mass. 281, 2007 Mass. LEXIS 376 (Mass. 2007).

Opinion

Cordy, J.

Following his ouster as president of GTFM, LLC [282]*282(GTFM or company), the plaintiff, David A. Billings, filed a number of direct and derivative claims against his fellow members and managers of the company. Soon thereafter, completing a process which had begun before the action was initiated, the members of GTFM voted to sell the entirety of its assets and liabilities to a new entity and to dissolve GTFM. Billings, the founder and largest stakeholder in GTFM, had no interest in the successor entity. On the basis of GTFM’s dissolution, the defendants moved to dismiss Billings’s derivative claims for lack of standing. The motion was allowed, and the case proceeded to trial on the direct claims and counterclaims. All of the claims, some of which required a jury and some of which were equitable claims, were tried together. The jury verdicts and the findings of the trial judge on the equitable claims were substantially in favor of the defendants. We transferred Billings’s appeal to this court on our own motion.

On appeal, Billings assigns error to the dismissal of his derivative claims. Loss of ownership interest generally deprives a party of standing to pursue derivative claims on behalf of a corporate entity. Billings argues, however, that because he was deprived of his ownership interest in GTFM involuntarily, the dissolution of the company should not deprive him of standing to pursue derivative claims on its behalf. Given the circumstances presented here, we disagree. We are also unpersuaded by Billings’s subsidiary attack on pretrial discovery. Accordingly, we affirm.

1. Background. We recount the facts as found by the judge. Billings, along with others, formed GTFM as a limited liability company2 (LLC)3 in June, 1998.3 GTFM’s business focused on providing consulting services to troubled businesses, in particular by offering turnaround plans and management assistance. These services were principally provided to businesses in which the defendant John Blais had an interest. Bill[283]*283ings, who owned forty-six per cent of the member units of GTFM, was named president of the company. He was also an employee at will (as were all GTFM employees) at an annual salary of $195,000 plus expenses and a motor vehicle. There was no employment agreement.

The original members of GTFM apparently made initial capital contributions,4 but did not make additional contributions thereafter despite the company’s consistent annual losses.5 All additional financial support for GTFM came from Blais in the form of investments and loans. In April, 2000, Blais loaned Billings $190,000, from which Billings then loaned GTFM $103,000. In October, 2000, Blais paid $500,000 for approximately twenty-six per cent of the GTFM membership units, which units had earlier been sold back to the company by a member who withdrew.6 In the fall of 2001, at the request of Billings, Blais made a loan to GTFM in the amount of $1.35 million. These funds were intended to cover GTFM’s operating expenses.

Through late 2001 and early 2002, concern about Billings’s management style grew among the other members. Many of them — including Blais, the company’s principal source of financing and of business — found Billings erratic and lacking [284]*284any coherent strategy to grow the company’s business. They testified to specific examples supporting this view at trial, and the judge found that their conclusions about Billings were not made in bad faith.7

Eventually, several members of GTFM developed a reorganization plan for the company. It called for Billings to step down as president and take on the titles of founder and director of business development. The defendant Michael J. Hullinger was to become the new president. Billings’s salary, benefits, equity position, and status as member-manager would be unchanged by the reorganization. Hullinger and the defendant Arthur Appel, also a member-manager, presented the plan to Billings at a dinner meeting on March 11, 2002. Billings left the dinner abruptly and thereafter never returned to work at GTFM.

The GTFM board had scheduled a vote on the reorganization plan for its meeting on March 21, 2002; however, this was postponed to accommodate Billings, who had gone to see Blais in Florida. When the meeting was held on March 25, 2002, Billings still did not attend, although he had returned from Florida. The managers of GTFM voted to adopt the reorganization plan.8 The next month, Billings and his counsel met with Hullinger, Appel, and counsel for GTFM. They failed to reach' a settlement or negotiate a buyout of Billings’s interest in the company. Then, on May 23, 2002, the GTFM board of managers voted to terminate Billings’s employment. He was not paid after that date.

The individual defendants (being all of the members of GTFM except Billings and Jay LaMarche) then formed a new company called Capital Risk Management, Inc. (CRM). On June 26, 2002, Hullinger gave notice to all members of GTFM of a special meeting to consider a sale of all the assets and liabilities of GTFM to CRM. The price set was the greater of $25,000 or the going concern value of the company as determined by an outside auditor. After the sale, GTFM would [285]*285dissolve. The meeting was postponed to permit Billings to review corporate records. On My 18, 2002, a majority of the ownership units in GTFM voted to accept the plan of sale and dissolution.

The outside auditor used April 30, 2002, as the valuation date, because that was the point at which Billings had indicated his willingness to be bought out. Using the discounted cash flow method, the auditor determined that GTFM had a going concern value of approximately $1 million excluding debt. After accounting for the $1.35 million loan from Blais, GTFM had a negative value. Billings was therefore paid nothing for his interest.9

The same auditing firm that calculated the sale price also conducted an examination of Billings’s expense reimbursements. It concluded that Billings had received reimbursements of at least $76,498 for expenses that were unrelated to the business. These monies were largely spent on personal travel and purchases. The judge concluded that Billings knew or should have known that these were not properly claimed business expenses.

The examination of Billings’s claims for reimbursement also revealed several other irregularities. It came to light that Billings had only put $103,000 of the $190,000 loan from Blais (all of which was intended for GTFM) into GTFM, and had only done so three months after receiving the loan. Then, when Blais made the loan of $1.35 million to GTFM, Billings received a payment of $193,000 from GTFM to repay the $190,000 loan from Blais plus accrued interest. Billings then repaid the full amount to Blais. Thus, Billings repaid the $87,000 of the Blais loan proceeds that he had retained for himself by using company funds.

The auditor also discovered problems with GTFM’s tax returns for 2000 and 2001. These returns had been signed and filed by Billings in his capacity as president of the company.10 In those years, the company’s Federal tax returns reported capital contribu[286]*286tians from Billings of approximately $135,000 and $308,600. Billings, however, had made no such contributions.

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Bluebook (online)
867 N.E.2d 714, 449 Mass. 281, 2007 Mass. LEXIS 376, Counsel Stack Legal Research, https://law.counselstack.com/opinion/billings-v-gtfm-llc-mass-2007.