Brewer v. Insight Technology, Inc.

689 S.E.2d 330, 301 Ga. App. 694, 2009 Fulton County D. Rep. 3918, 2009 Ga. App. LEXIS 1387
CourtCourt of Appeals of Georgia
DecidedNovember 30, 2009
DocketA09A1305
StatusPublished
Cited by7 cases

This text of 689 S.E.2d 330 (Brewer v. Insight Technology, Inc.) is published on Counsel Stack Legal Research, covering Court of Appeals of Georgia primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Brewer v. Insight Technology, Inc., 689 S.E.2d 330, 301 Ga. App. 694, 2009 Fulton County D. Rep. 3918, 2009 Ga. App. LEXIS 1387 (Ga. Ct. App. 2009).

Opinion

Phipps, Judge.

A jury found Darren Brewer, former president of Insight Technology, Inc. (“ITI”), liable to ITI on claims of breach of fiduciary duty and misappropriation of corporate opportunity. The trial court entered a judgment for $395,000 in compensatory damages, $650,000 in punitive damages and $355,000 in attorney fees in favor of ITI. Brewer argues on appeal that the trial court erred: (1) by denying Brewer’s motion for directed verdict on the claim for misappropriation of corporate opportunity; (2) by improperly charging the jury on the definition of corporate opportunity; (3) by awarding punitive damages in excess of the $250,000 cap; and (4) by refusing to set off a $1.7 million settlement between ITI and other joint tortfeasors against ITI’s jury award. Finding no error, we affirm.

Gary Aliengena formed ITI in 1996 as an internet-based load board business for the trucking industry. Like a traditional trucking load board, the business matched truckers with freight-hauling jobs. Because the business was based on-line, it was able to match truckers with jobs as they became available in real time. At the company’s inception, Aliengena hired Brewer as director of marketing. Within months, Brewer became the company’s president, overseeing all daily activities, while also working on the technical aspects of the business, including software and website development. In about 1998, ITI expanded its business to include freight factoring, and eventually created a division called FactorLoads. The factoring division, which offered financing to small, independent truckers looking for temporary or one-time jobs, aimed to fill a need within a niche market.

By 2000, Brewer met Pat Hull, who owned a competing load board business, GetLoaded.com, LLC (“GetLoaded”). Hull expressed to Brewer his interest in the factoring business. Brewer attempted to persuade Hull to allow ITI to advertise on GetLoaded’s website, but Hull refused.

In 2002, Hull incorporated FreightCheck, LLC, an internet-based factoring business in competition with ITI’s FactorLoads. Brewer was made an equal co-owner of FreightCheck with Hull, and they shared responsibility for managing and operating the company. Brewer operated FreightCheck out of the same building as ITI; used the same software for the two businesses; and directed ITI employees to work clandestinely for FreightCheck. Meanwhile, Aliengena was unaware of the formation of FreightCheck and Brewer’s daily involvement therein.

By 2003, FactorLoad’s revenues had diminished compared with *695 the previous year. Brewer urged Aliengena to sell ITI to GetLoaded, and in 2004 Aliengena agreed. Before the sale was executed, however, an employee of ITI revealed to Aliengena that Brewer was a co-owner and manager of FreightCheck. Aliengena fired Brewer, and ITI filed suit against Brewer, Hull, GetLoaded, and FreightCheck.

The trial court granted summary judgment to Hull, GetLoaded, and FreightCheck, and partial summary judgment to Brewer. In Insight Technology v. FreightCheck, LLC, 1 we reversed summary judgment in favor of ITI against Hull, GetLoaded, and FreightCheck. Those three defendants subsequently settled with ITI, and Brewer went to trial.

1. Brewer contends that the trial court erred when it denied his motion for a directed verdict on ITI’s claim for misappropriation of corporate opportunity. We review the denial of a motion for a directed verdict for whether any evidence exists to sustain the verdict. 2 Under this standard, the determinative question is not whether the verdict and the judgment of the trial court were merely authorized, but whether a contrary judgment was demanded. 3 If any evidence, viewed in the light most favorable to the victor, supported the jury’s verdict, denial of the motion was not error. 4

A corporation may sue an officer or director for “the appropriation, in violation of his duties, of any business opportunity of the corporation.” 5 In Southeast Consultants v. McCrary Engineering Corp., 6 the Supreme Court of Georgia stated:

In order to impose liability for an official’s appropriation of a business opportunity, a court must resolve two inquiries. First, a court must determine whether the appropriated opportunity was in fact a business opportunity rightfully belonging to the corporation. If a court finds that the business opportunity was not a corporate opportunity, the directors or officers who pursued the opportunity for personal benefit are immune from liability. However, if the court finds that the business opportunity was a bona fide corporate opportunity, the court must determine whether the corporate official violated a fiduciary duty in appropriating that opportunity. 7

*696 In determining whether the appropriated opportunity was a business opportunity rightfully belonging to the corporation, we have adopted the following test as to current officers:

[I]f there is presented to a corporate officer or director a business opportunity which the corporation is financially able to undertake, is, from its nature, in the line of the corporation’s business and is of practical advantage to it, is one in which the corporation has an interest or a reasonable expectancy, and, by embracing the opportunity, the self-interest of the officer or director will be brought into conflict with that of his corporation, the law will not permit him to seize the opportunity for himself. 8

The evidence showed that ITI and GetLoaded were both engaged in the business of load boarding. While ITI had an established factoring division, Hull wished to develop a factoring business for GetLoaded or another entity under his control. The evidence further suggested that during 2002 and earlier, ITI was financially able to undertake the new opportunity which ultimately became Freight-Check. Moreover, because the bulk of ITI’s business came from factoring, ITI was financially poised to benefit from a merger with another factoring company. Aliengena testified that it would have been financially advantageous for ITI to have given up its load board business in a merger with GetLoaded. However, by 2003, after Brewer had been working at FreightCheck for several months to a year, ITI’s gross sales had significantly reduced. Brewer, acting as president of ITI, actively explored with Hull the possibility of ITI and GetLoaded combining their marketing efforts, with ITI marketing its services on GetLoaded’s website. The jury was thus authorized to find that ITI had an interest or reasonable expectancy in Freight-Check prior to its formation. However, Brewer and Hull created FreightCheck to the exclusion of ITI. The evidence was sufficient to support the verdict on the first part of the McCrary test.

The evidence also supported the verdict with respect to the second McCrary

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Cite This Page — Counsel Stack

Bluebook (online)
689 S.E.2d 330, 301 Ga. App. 694, 2009 Fulton County D. Rep. 3918, 2009 Ga. App. LEXIS 1387, Counsel Stack Legal Research, https://law.counselstack.com/opinion/brewer-v-insight-technology-inc-gactapp-2009.