Dicker v. Curry CA4/1

CourtCalifornia Court of Appeal
DecidedNovember 16, 2020
DocketD075004
StatusUnpublished

This text of Dicker v. Curry CA4/1 (Dicker v. Curry CA4/1) is published on Counsel Stack Legal Research, covering California Court of Appeal primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Dicker v. Curry CA4/1, (Cal. Ct. App. 2020).

Opinion

Filed 11/16/20 Dicker v. Curry CA4/1 NOT TO BE PUBLISHED IN OFFICIAL REPORTS California Rules of Court, rule 8.1115(a), prohibits courts and parties from citing or relying on opinions not certified for publication or ordered published, except as specified by rule 8.1115(b). This opinion has not been certified for publication or ordered published for purposes of rule 8.1115.

COURT OF APPEAL, FOURTH APPELLATE DISTRICT

DIVISION ONE

STATE OF CALIFORNIA

RICHARD DICKER et al., D075004

Plaintiffs and Respondents,

v. (Super. Ct. No. 37-2015- 00000835-CU-BC-NC) SCOTT CURRY et al.,

Defendants and Appellants.

APPEAL from a judgment of the Superior Court of San Diego County, Earl H. Maas III, Judge. Affirmed. The Appellate Law Firm, Corey Evan Parker, Berangere Allen-Blaine, and Obiora Ikedi Onyemaobim for Defendant and Appellant Jesse Cohen. Miller & Steele and Robert M. Steele for Plaintiffs and Respondents. Wishing to retire, Richard Dicker agreed to sell his business to his long- time business partner, Scott Curry. The parties agreed Dicker would transfer all accounts to a new company and the new company would then make quarterly payments to him over a five-year period, totaling $400,000. Curry brought in several partners, including appellant Jesse Cohen, to form the new company, RDP, LLC. The members of RDP, LLC began working with Dicker to take over orders but were unable to do so successfully and failed to pay the first quarterly payment in full. Dicker filed a complaint against them for breach of contract and other related actions, and a jury found they had breached the contract. The jury awarded Dicker $391,880 in damages. The superior court entered a judgment indicating the defendants were jointly and severally liable for the damages. On appeal, Cohen argues he should not be liable for the damages awarded because he became involved only after Curry and Dicker discussed the terms of the sale and did not personally enter into, or breach, any agreement with Dicker. On those grounds, he asserts the superior court erred in denying a nonsuit motion brought by the defendants and that there is insufficient evidence to support the verdict against him. In addition, he asserts the superior court erred by failing to instruct the jury on the statute of frauds and imposing joint and several liability. After considering Cohen’s arguments, we affirm the judgment. FACTUAL AND PROCEDURAL BACKGROUND A Dicker started RD Packaging sometime around 2005. Curry and Dicker were friends and agreed to work together to build the business. Curry did all of the sales and Dicker ran all other business operations. They agreed to split the profits for all sales Curry made, and Dicker wrote Curry a check for 50 percent of the profits on each sale. Their arrangement was based on an oral agreement and they never formalized it in writing. Cohen became involved in approximately 2007. At the time, Cohen worked for the predecessor to Thermo Fisher, one of RD Packaging’s largest customers. Curry and Cohen became friends and, in 2008, Cohen started

2 doing consulting for RD Packaging in his spare time. In that role, he helped design a number of products that RD Packaging sold to Thermo Fisher, his main employer. The arrangement worked well for many years but, in 2011, Curry began working for another, unrelated business. In addition, Curry was diagnosed with Lyme disease and became quite ill in 2012. He stopped bringing in new clients and began “coasting” on recurring sales from ongoing customers. He continued to receive one-half of the profit on those sales, but also started asking Dicker for additional money in the form of advances on profits in order to support his other business venture. Curry received approximately $293,000 from RD Packaging in 2011 and approximately $215,000 in both 2012 and 2013. Dicker advanced him an additional $66,000 during that same time. B Dicker grew tired of managing the business on his own and, sometime around 2012, he told Curry he wanted to retire. Initially, Curry wanted to sell a portion of his rights to one-half of the profits on sales to customers he brought in and began soliciting investors. At the time, he valued one-half of his share of the profits at somewhere between $250,000 and $540,000. Curry and Dicker also began discussing proposals for transferring the entire business to Curry, and one or more partners, thereby allowing Dicker to retire. Dicker originally proposed Curry pay him an ongoing percentage of the profits, as Dicker had been doing, but Curry rejected that proposal. In October 2013, Dicker sent Curry a document titled “Basic Agreement Outline.” Curry made comments on the proposal and sent it back to Dicker. By January 2014, Curry owed RD Packaging $87,000. Dicker and Curry agreed Curry would first pay off that debt by applying his one-half

3 share of the profits on future sales. They envisioned it would take approximately six months for Curry to pay back the debt on those terms. They further agreed Dicker would then transfer RD Packaging’s current accounts, contracts, book of business, royalties, IP, tools, and dyes from its current configuration to a new company created by Curry and his father, who Curry intended to partner with at the time. In exchange, the new company would pay Dicker $400,000, paid in installments of $20,000 per quarter over a five-year period, plus one quarter of the ongoing royalties from certain intellectual property that arose out of the business. On January 23, 2014, Curry sent Dicker an e-mail laying out those terms and stated, “[t]his is my best effort to create a contract that will guide us through the next six months and then into the customer transition between the companies.” He further stated, “[t]here’s no need to give a lawyer thousands of dollars to make a contract that we all agree to the purpose.” Finally, he stated, “[i]n [lieu] of physical signature, the attached email agreement may substitute as a digital signature until a hard copy is available.” Dicker responded by stating, “I read it over and though I think you hit on all the basic points we discussed, I wanted to ponder some of the wording.” Based on that exchange, Dicker believed they had an agreement. There was discussion of formalizing the agreement into a more formal contract, and Curry suggested Dicker use the terms he put together to do so, but the parties ultimately proceeded without doing so. C By April 2014, the debt Curry owed was reduced to approximately $36,000 and Dicker suggested he and Curry “get together and start planning the transition.” Curry’s father had declined to go forward as a partner in the

4 new business and Curry had started talking to Cohen about joining the business in his place. Cohen was familiar with the business as he had done consulting work for RD Packaging over the previous eight years. In an e-mail dated June 2, 2014, Dicker reiterated commitment to the deal and said, “[i]f you are thinking that this will be coming up short or for some reason not happening, please say so now.” Curry responded by stating, in part, “[a]ll the rest of what I was saying holds also. I of course need to have the ability to keep the orders moving through the system RD has put in motion over the years. But since you need the corp, RD corp, I’m only buying the book of business and your willingness to make this work without the corp name and history.” He also indicated he had many long conversations with Cohen about the business and believed Cohen would do fine. Not long thereafter, Curry and Cohen began discussing the new business with two additional partners, Derek Parker and Phillip Hairfield. Parker formed the new entity, RDP, LLC, and created an operating agreement, which listed him as the sole member with a 100 percent interest in the company. At the same time, Parker, Cohen, Curry, and Hairfield continued to discuss the partnership.

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