Cady v. IMC Mortgage Co.

862 A.2d 202, 22 I.E.R. Cas. (BNA) 342, 2004 R.I. LEXIS 204, 2004 WL 2924304
CourtSupreme Court of Rhode Island
DecidedDecember 20, 2004
Docket2002-484-Appeal
StatusPublished
Cited by11 cases

This text of 862 A.2d 202 (Cady v. IMC Mortgage Co.) is published on Counsel Stack Legal Research, covering Supreme Court of Rhode Island primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Cady v. IMC Mortgage Co., 862 A.2d 202, 22 I.E.R. Cas. (BNA) 342, 2004 R.I. LEXIS 204, 2004 WL 2924304 (R.I. 2004).

Opinion

OPINION

WILLIAMS, Chief Justice.

As Polonius learned in Shakespeare’s Hamlet, eavesdropping on one’s enemy often can lead to disastrous results. 1 Harry Struck, in his capacity as president and Chief Executive Officer of RMC Holdings, Inc. (RMC), a wholly owned subsidiary of IMC Mortgage Co. (IMC) (collectively corporate defendants), took it upon himself to surreptitiously listen in on the telephone conversations of certain employees, including the plaintiff, Wayne Cady (Cady or plaintiff). When Struck heard Cady using “salty language” to describe him to a colleague, Struck conspired to terminate Cady, and this case eventually ensued. A jury determined that Cady was terminated without cause and that Struck harmed the plaintiff by secretly listening to his private conversations. Cady, Struck, and the corporate defendants all raise several arguments on appeal.

I

Facts and Travel

After several months of negotiations, plaintiff agreed in November 1997 to enter a five-year employment contract with RMC, a mortgage company with headquarters in Cranston, Rhode Island. Struck, the only individual named as a defendant in this case, had been the president and owner of RMC since 1987. Around the time Cady was hired, however, Struck had decided to sell RMC through a stock transaction to IMC, a mortgage company based in Florida. As part of Struck’s exit strategy, he hoped to increase RMC’s value from $5 million to $40 million. To accomplish this, Struck hired Cady and Frank Tafuno (Tafuno), another colleague familiar with the mortgage business, and retained a former employee, James Hack-ett (Hackett), to bring RMC from a regional to a national company.

Struck, upon the advice of Tafuno, brought Cady on as the vice president/national sales manager. Cady’s primary re *208 sponsibility was oversight of a nationwide sales team aimed at transforming RMC’s nonconforming mortgage sales to a national scale. The employment agreement set Cady’s annual base salary at $150,000 and provided for other perks, such as a car allowance and a life insurance policy. In addition, Cady entered an earnout agreement in which he would receive a bonus based on the profitability of the company (earnout bonus).

Cady testified at trial that, because he had a poor opinion of Struck, he was reluctant to leave his previous job and come to RMC. To overcome this apprehension, Ta-funo, who had known Cady in a professional capacity for many years, promised Cady that he would act as a buffer between the two men. Prior to signing the employment agreement, Cady met with Struck, Tafuno and Hackett to develop an aggressive sales plan that would expand RMC beyond the nineteen states where RMC was licensed at the time that Cady was hired. Once he began at RMC, Cady contacted several colleagues that he knew from his many years in the mortgage industry and recruited them to work for RMC as regional managers.

Despite the aggressive sales plan conceived by the four principal officers at RMC, sales were significantly lower than anticipated during the first few months of Cady’s employment. At trial, Cady testified that the monthly goals set in the sales plan were unrealistic and that the sales were low for many reasons that were out of his control. According to Cady, there was an operations backlog over which he had no responsibility. Loans initiated by his sales representatives were delayed because of underwriting problems. The plaintiff also cited a delay in getting licenses for RMC and its employees in the regions where RMC was expanding. In addition, Cady blamed a decision by IMC not to buy loans from RMC as it had agreed to do previously.

In contrast, Struck testified at trial that the goals set in the sales plan were attainable and that Cady was largely to blame for RMC’s low sales. According to Struck, Cady hired inferior regional mangers, then failed to train them properly, leading to problems with sales representatives pre-approving loans that could not later be accepted and causing a bottleneck in the operations department. Tafuno concurred with Struck’s opinion that Cady’s poor performance was largely to blame for RMC’s low sales.

In July 1998, Tafuno notified Cady that he and Struck would evaluate the performances of both Cady and Hackett. Tafuno testified that he and Struck evaluated Cady separately, then got together to compare notes and compiled one formal evaluation. On August 6, 1998, Cady received a very low performance evaluation. 2 The written evaluation required Cady to satisfy several conditions within sixty days. In addition, Cady’s performance was to be further evaluated every fifteen days. Cady testified that he became very upset upon receiving the evaluation and that he refused to sign it without adding his own comments. According to Cady, the evaluation demanded impossible requirements that he simply would not be able to meet. He concluded that Struck and Tafuno clearly were laying the groundwork to terminate him. Struck testified that he had confidence in Cady at the time of the evaluation and felt that Cady would be able to meet the goals with everyone in *209 volved benefiting financially. Notwithstanding this confidence, however, Struck had spoken to an attorney regarding Cady’s employment at RMC before meeting with Cady.

Cady was convinced the evaluation was not the result of his poor performance. Rather, Cady viewed it as retaliation for some negative comments Cady previously had made about Struck — comments that Struck heard while surreptitiously listening in on Cady’s phone conversations. 3 Although he did not acknowledge any specific instances of eavesdropping, Struck admitted at trial that the office phone system did include a feature that allowed him to secretly listen in on employees’ telephone communications and that he had, in fact, listened to a couple of Cady’s conversations.

Ultimately, on October IB, 1998, Cady was terminated from RMC for cause when he was unable to perform up to the standards outlined in the evaluation. Cady filed a civil action against Struck and corporate defendants in the Superior Court on October 29, 1998. In August 1999, while this suit was pending, RMC closed its doors. On appeal, corporate defendants assert that IMC was also forced to shut its doors in 1999 because of worldwide problems in the industry. But no evidence of IMC’s alleged closure was presented at trial.

A jury trial was held in March and April 2001. The plaintiff alleged breach of contract against corporate defendants (count 1) and the following counts against all defendants: interference with a contract (count 2); interference with business relations (count 3); violation of the federal wiretapping statute found at 18 U.S.C. § 2510 (count 4); violation of the Rhode Island wiretapping statute found at G.L. 1956 § 12-5.1-13 (count 5); invasion of privacy (count 6); violation of a state criminal statute pursuant to G.L. 1956 § 9-1-2 (count 7); defamation (count 8); intentional infliction of emotional distress (count 9); and negligent infliction of emotional distress (count 10).

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Bluebook (online)
862 A.2d 202, 22 I.E.R. Cas. (BNA) 342, 2004 R.I. LEXIS 204, 2004 WL 2924304, Counsel Stack Legal Research, https://law.counselstack.com/opinion/cady-v-imc-mortgage-co-ri-2004.