Chamison v. HealthTrust, Inc.-Hosp. Co.

735 A.2d 912
CourtCourt of Chancery of Delaware
DecidedJune 30, 1999
DocketC.A. 15904
StatusPublished
Cited by63 cases

This text of 735 A.2d 912 (Chamison v. HealthTrust, Inc.-Hosp. Co.) is published on Counsel Stack Legal Research, covering Court of Chancery of Delaware primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Chamison v. HealthTrust, Inc.-Hosp. Co., 735 A.2d 912 (Del. Ct. App. 1999).

Opinion

OPINION

CHANDLER, Chancellor.

A director of a Delaware corporation was named a defendant in a derivative suit filed in a state court in Texas. The director was successful in the derivative action, obtaining a dismissal with prejudice. In doing so, however, he employed a Texas law firm that was not approved by the Delaware corporation, which had since merged with another Delaware corporation. The director brought this lawsuit to enforce his right to indemnification against the successor Delaware corporation.

This seemingly straightforward indemnification case resulted in a series of rulings on numerous pre-trial discovery disputes. It eventually was tried before this Court over two days in late April 1998. The Court considered testimony from six witnesses (three via deposition) and examined more than 175 trial exhibits. Based on the Court’s assessment of the testimony and the documentary evidence, as well as the post-trial briefs, the Court concludes that the director is entitled to partial reimbursement of his -attorney fees in connection with the Texas litigation and to all of his costs and fees incurred in prosecuting this enforcement action. The Court’s findings of fact and conclusions of law are as follows.

I. FACTUAL AND LEGAL HISTORY

In 1992, plaintiff Alan Chamison (“Cha-mison”) was the Executive Vice President of American Medical Holdings, Inc. (“AMH”), a Delaware corporation and holding company for American Medical International, Inc. (“AMI”), also a Delaware corporation. Chamison was also the Chief Operating/Financial Officer of AMI. EPIC Holdings, Inc. (“EPIC”) is a Delaware corporation that was spun off from AMI as an employee-owned entity. Although all of *915 EPIC’s stock was originally held by an employee stock option plan (“ESOP”), AMI acquired close to 26% of EPIC’s shares by exercising certain stock options contained in debt agreements. As EPIC’s second largest stockholder, AMI had the right to designate one director to the five-member EPIC board. AMI selected Cha-mison to serve as its representative, and he was duly elected to the EPIC Board of Directors.

At the time of its formation, EPIC had awarded stock appreciation rights (“SARs”) to certain key EPIC officers, as incentive bonuses for their efforts on behalf of EPIC. 1 In 1998, EPIC’s Chief Executive Officer and Chairman of the EPIC Board, Kenn George (“CEO George”), began exploring the possibility of a SAR buyback through which the SAR-holders (CEO George and certain other directors) would sell back their SARs to EPIC. Cha-mison learned that the SAR buyback plan would not only be raised at a Board meeting on November 3, 1993, but voted on as well. Unable to secure from CEO George a promise not to vote on the issue until Chamison and other Board members had time to study the proposal, Chamison and AMI sought an injunction to prevent the Board from taking action. Alleging unfair price and breach of fiduciary duty, Chami-son and AMI obtained a temporary restraining order forbidding action by the EPIC Board on the proposed SAR buyback.

Before the dispute over the SAR buyback proposal could be resolved, however, defendant HealthTrust, Inc.-The Hospital Company (“HealthTrust”), a Delaware corporation, and EPIC began to negotiate a business combination whereby Health-Trust would acquire EPIC as part of a reverse-triangular merger. 2 The EPIC-HealthTrust merger plan contained a SAR buyback provision not unlike what CEO George had been contemplating, but it also assured AMI and the other shareholders a substantial premium over the market price for their shares Chamison and the other EPIC Board members unanimously approved the merger.

A few days before the EPIC-Health-Trust merger’s May 5, 1994 closing, an EPIC ESOP participant, Vicki Anderson, filed the derivative action at the center of this dispute. The Anderson suit alleged that the EPIC Board violated its fiduciary duty in approving a sale of EPIC at a reduced price in order to enjoy the SAR buyback. Along with the other Board members, Chamison, though not a SAR-holder, was named a defendant in the suit. After obtaining a preliminary injunction against the merger, the Anderson plaintiffs reached an agreement with EPIC and HealthTrust in which they retained standing to sue the survivor of the merger, and EPIC was allowed to merge with Health-Trust’s wholly-owned subsidiary, Odyssey. Chamison and the other EPIC directors continued to serve on the EPIC Board until consummation of the merger on May 5, 1994. On that day, Odyssey ceased to exist, and EPIC became a wholly-owned subsidiary of HealthTrust, with a new board of directors. 3

As part of the merger, both HealthTrust and EPIC agreed to indemnify “to the fullest extent permitted under [Delaware] law” the present and former directors of EPIC for all losses and costs, including reasonable attorney’s fees, incurred in con- *916 neetion with any claims arising from their service as directors of EPIC. 4 This indemnification provision also stated that in the event of any such claim, HealthTrust and EPIC would “pay the reasonable fees and expenses of [defense] counsel selected by [HealthTrust].” 5

Shortly after the filing of the Anderson suit in 1994, each of the former EPIC directors requested that HealthTrust hire and pay for their defense counsel. Health-Trust accepted this responsibility, and pursuant to § 6.10(a)® chose Carrington Coleman Sloman & Blumenthal (“Carring-ton Coleman”) to represent all of the former EPIC directors in the Anderson suit. 6 Initially, Carrington Coleman asked that Chamison be represented by different counsel because of a conflict of interest with AMI in, other litigation. HealthTrust then selected Frank Shor (“Shor”), who represented Chamison until Carrington Coleman informed HealthTrust that the conflict with AMI was resolved. With HealthTrust’s approval, Shor then withdrew as Chamison’s counsel, and Carring-ton Coleman resumed Chamison’s representation.

Chamison, meanwhile, contacted another law firm, Bickel & Brewer, who had represented him and AMI in seeking the earlier injunction against EPIC’s board. After discussing Carrington Coleman’s group defense strategy in the Anderson suit with Chamison, Bickel & Brewer approached Carrington Coleman on Chamison’s behalf. Bickel & Brewer accused Carrington Coleman of inadequately representing Chami-son-the EPIC Board’s only non-SAR-holder-by employing a group defense that did not account for Chamison’s unique defense of lack of pecuniary interest in the SAR buyback and by not asserting Chamison’s claim that CEO George misrepresented the value of CEO George’s SAR buyback plan to Chamison. Chamison then rejected Carrington Coleman and engaged Bick-el & Brewer as counsel in the Anderson suit. At this point, HealthTrust informed Chamison that he was violating the counsel selection provision of the indemnification agreement and refused to pay Bickel & Brewer’s fees.

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Bluebook (online)
735 A.2d 912, Counsel Stack Legal Research, https://law.counselstack.com/opinion/chamison-v-healthtrust-inc-hosp-co-delch-1999.