Constr. Managers, Inc. v. Amory

2019 NCBC 31
CourtNorth Carolina Business Court
DecidedMay 17, 2019
Docket18-CVS-1359
StatusPublished

This text of 2019 NCBC 31 (Constr. Managers, Inc. v. Amory) is published on Counsel Stack Legal Research, covering North Carolina Business Court primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Constr. Managers, Inc. v. Amory, 2019 NCBC 31 (N.C. Super. Ct. 2019).

Opinion

Constr. Managers, Inc. v. Amory, 2019 NCBC 31.

STATE OF NORTH CAROLINA IN THE GENERAL COURT OF JUSTICE SUPERIOR COURT DIVISION COUNTY OF WAYNE 18 CVS 1359

CONSTRUCTION MANAGERS, INC. OF GOLDSBORO; CONSTRUCTION MANAGERS, LLC; ACTS CONTRACTING, INC.; and ACTS INVESTMENTS, LLC, ORDER AND OPINION ON Plaintiffs, DEFENDANT’S MOTION TO DISMISS v. PLAINTIFFS’ AMENDED COMPLAINT KEVIN D. AMORY,

Defendant.

THIS MATTER comes before the Court upon Defendant Kevin D. Amory’s

(“Amory”) Motion to Dismiss Plaintiffs’ Amended Complaint. (“Motion”, ECF No. 89.)

THE COURT, having thoroughly reviewed the Motion, the briefs filed in

support of and in opposition to the Motion, the oral arguments of counsel, and other

appropriate matters of record, concludes, in its discretion, that the Motion should be

GRANTED, in part, and DENIED, in part.

Brooks, Pierce, McLendon, Humphrey & Leonard LLP by Gary S. Parsons, Eric M. David, and Shepard D. O’Connell for Plaintiffs Construction Managers, Inc. of Goldsboro, Construction Managers, LLC, ACTS Contracting, Inc., and ACTS Investments, LLC.

Ellis & Winters, LLP by Jonathan D. Sasser and Michelle Liguori for Defendant Kevin D. Amory.

McGuire, Judge. I. FACTUAL AND PROCEDURAL BACKGROUND

1. The facts relevant to determination of the Motion are drawn from the

Amended Complaint. (“Amended Complaint”, ECF No. 78.)

A. Plaintiffs’ Business

2. Plaintiffs Construction Managers, Inc. of Goldsboro (“CMI”),

Construction Managers, LLC (“CM, LLC”), ACTS Contracting, Inc., (“ACTS”), and

ACTS Investments, LLC (“ACTS Investments”; collectively CMI, CM, LLC, ACTS,

and ACTS Investments are “Plaintiffs”) are affiliated North Carolina entities that are

managed and operated from Wayne County, North Carolina. (ECF No. 78, at ¶¶ 1–

4, 15, 20–24.) Plaintiffs have common ownership, are highly integrated, and are

controlled and managed by Sammy Sasser (“Sasser”), Robert Crenshaw

(“Crenshaw”), and Justin Thorn (“Thorn”). (Id. at ¶¶ 6–8, 15, 20–24.) Amory worked

for Plaintiffs CM, LLC and ACTS from April 2015 through June 2018. (Id. at ¶ 5.)

3. Since 2010, Plaintiffs have been engaged in the business of building,

leasing, and managing small and mid-sized medical clinics for the United States

Department of Veteran Affairs (the “VA”). (Id. at ¶ 15.) The clinics are called

community-based outpatient clinics (“CBOC”). (Id.) The process by which Plaintiffs

acquire work projects from the VA is known as the “design-to-build-to-lease process,”

which Plaintiffs describe as “technical, arcane, and laden with bureaucratic hurdles.”

(Id. at ¶ 17.) During this process, the VA first publicly identifies a city or town in

which to locate a CBOC. (Id.) Potential bidders on the project then identify and

arrange to acquire property on which to locate the VA clinic. (Id. at ¶ 18.) The property acquired must meet VA requirements. According to Plaintiffs, “[t]hese

requirements are learned from past experiences, and many of them are unpublished

and known only to companies that work in this area with the VA.” (Id.) Next, after

the VA approves a particular piece of property on which to locate a CBOC, the VA

issues a request for lease proposal (“RLP”) “seeking bids from lessors to have

contractors build the clinic on the identified property and then, after the clinic is built,

to lease the building to the VA.” (Id. at ¶ 19.) The winning bidder then designs and

builds the CBOC, leases it to the VA, and manages the property. (Id.) Plaintiffs have

been selected a total of 13 times to design, build, and lease clinics for the VA. (Id. at

¶ 15.)

4. Plaintiffs consider themselves experts in the VA design-build-to-lease

process and “have organized themselves, in substantial part, to be highly successful

in the VA CBOC bidding and leasing process.” (Id. at ¶ 20.) Plaintiff CM, LLC

manages CMI. (Id. at ¶ 24.) Plaintiff CMI is the corporate entity that deals with,

submits proposals to, and contracts with the VA. (Id. at ¶ 21.) Plaintiff ACTS signs

construction contracts for Plaintiffs’ CBOC projects. (Id. at ¶ 22.) Plaintiff ACTS

Investments is a part-owner of the entities that hold the leases for various completed

CBOCs. (Id. at ¶ 23.)

B. CMI’s Trade Secrets

5. CMI identifies the CMI Process—“a proprietary analytical formula and

process for assessing and managing all aspects of the VA’s ‘design-build-to-lease’

program, from land acquisition to design-build to property management”—as its primary trade secret. (Id. at ¶¶ 25–26.) According to Plaintiffs, the CMI Process “is

a comprehensive and proprietary set of formulas, financial spreadsheets, design

drawings, property criteria, and property management guidelines . . . .” (Id. at ¶ 32.)

Plaintiffs consider both the CMI process as a whole, and its constituent parts, to be

trade secrets. (Id. at ¶ 26.)

6. The aspects of the CMI Process that Plaintiffs allege to be trade secrets,

include:

a. The specific criteria and methodology by which CMI identifies properties on which to build a VA clinic.

b. Detailed and proprietary financial formulas and spreadsheets that allow CMI to submit a comprehensive bid in response to an RLP that will meet the VA’s specific financial criteria while also being profitable for CMI and its affiliated companies.

c. CMI’s proprietary method and strategy for preparing bids in response to an RLP. These bids are 400 to 1,000 pages long, with detailed information about the property, the proposed [Patient Aligned Care Team (“PACT”)] design and construction (down to the carpets and other finishes), and the financial details of the proposed lease.

d. Detailed and proprietary pricing and other supplier information covering all aspects of the construction and ongoing management of properties housing VA clinics. CMI knows from experience how much a project will cost, how to save the government money, and how to complete the project with high quality, at a profit for Plaintiffs.

e. Information about the specific requirements and preferences for VA projects, developed by CMI after many years of dealing with the VA and its contract officers.

(Id. at ¶ 28.)

7. In addition to the components listed above, Plaintiffs allege that their

Quickbook files are trade secrets that are part of the CMI Process. Plaintiffs’ Quickbook files contain detailed bank account information, private financial

information about Plaintiffs and Plaintiffs’ employees, and the various financial data

that goes into CMI’s pricing and bidding documents. Plaintiffs contend that these

Quickbook files “are like the Rosetta Stone to the CMI Process, allowing anyone with

access to them to re-create, down to the penny, how Plaintiffs are able to successfully

bid for and operate VA CBOCs across the country.” (Id. at ¶ 29.)

8. Plaintiffs state that the CMI Process is the product of years of work and

experience, and that “if stolen, the CMI Process would allow the thief to immediately

compete with CMI without any of the investment of time and money that Plaintiffs

have committed since 2010 to get to this point.” (Id. at ¶ 32.)

C. Plaintiffs’ Efforts to Protect the CMI Process

9. Most of Plaintiff’s confidential and trade secret information, including

the CMI Process, is in electronic form. CMI protects its electronic data by storing it

on a password-secured cloud account (“the Box Account”). (Id. at ¶ 36.) Access to

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