Digital Resource LLC v. Abacor, Inc.

CourtUnited States Bankruptcy Appellate Panel for the Eighth Circuit
DecidedMarch 31, 2000
Docket99-6064
StatusPublished

This text of Digital Resource LLC v. Abacor, Inc. (Digital Resource LLC v. Abacor, Inc.) is published on Counsel Stack Legal Research, covering United States Bankruptcy Appellate Panel for the Eighth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Digital Resource LLC v. Abacor, Inc., (bap8 2000).

Opinion

United States Bankruptcy Appellate Panel FOR THE EIGHTH CIRCUIT

____________________

No. 99-6064MN No. 99-6065MN No. 99-6067MN ____________________

In re Digital Resource, LLC, * Debtor. * --------------------------------------------- * Digital Resource, LLC, * Plaintiff-appellee, * * Signal Bank National Association, * Intervenor plaintiff, * * v. * * Abacor, Inc., a Minnesota corporation * formerly known as Alderbrook * Appeals from the United States Technologies, Inc.; James A. Lostetter; * Bankruptcy Court for the Randy J. Lostetter, * District of Minnesota Defendants-appellants. * --------------------------------------------- * Digital Resource, LLC, * Plaintiff-appellee, * * Signal Bank National Association, * Intervenor plaintiff, * * v. * * Christopher A. Grove; Severson, Sheldon, * Dougherty & Molenda, P.A.; * Appellants, * * Abacor, Inc., a Minnesota corporation * formerly known as Alderbrook * Technologies, Inc.; James A. Lostetter; * Randy J. Lostetter, * Defendants-appellants. * --------------------------------------------- * Digital Resource, LLC, * Plaintiff-appellant, * * Signal Bank National Association, * Intervenor plaintiff, * * v. * * Abacor, Inc., a Minnesota corporation * formerly known as Alderbrook * Technologies, Inc.; James A. Lostetter; * Randy J. Lostetter, * Defendants-appellees. *

Submitted: January 26, 2000 Filed: March 31, 2000 ____________________

Before WILLIAM A. HILL, SCHERMER, and JACKWIG,1 Bankruptcy Judges. ____________________

WILLIAM A. HILL, Bankruptcy Judge.

James Lostetter, Randy Lostetter, and Abacor, Inc., appeal from the bankruptcy court’s June 25, 1999 memorandum order concluding that they were liable to the debtor for fraud and breach of an asset purchase agreement involving the sale of their computer software business to the debtor. The defendants contend, inter alia, that they committed neither fraud nor breach of contract and that it was improper for the bankruptcy court to grant rescission of the asset purchase agreement. Digital Resource, LLC, cross-appeals from the bankruptcy court’s August 5, 1999 memorandum order refusing to award attorney fees

1 The Honorable Lee M. Jackwig, United States Bankruptcy Judge for the Southern District of Iowa, sitting by special designation.

2 to the debtor and refusing to impose a constructive trust in this case. Finally, the defendants’ attorney, Christopher A. Grove, and his law firm, Severson, Sheldon, Dougherty & Molenda, P. A., appeal from the imposition of sanctions against them for issuing a subpoena which the bankruptcy court found to be unduly burdensome on a non-party witness. We affirm in part and reverse in part, remanding the case for further consideration of the rescission remedy.

FACTS

This case concerns the negotiations for and eventual sale of a computer software business. James Lostetter and Randy Lostetter (collectively, the “sellers”) ran Abacor, Inc. (“Abacor”), a closely held company in the business of selling computer software. James was chiefly responsible for Abacor’s operations and owned most of its stock. Randy, James’ son, was a minor shareholder and kept Abacor’s books. In 1996, Randy moved to Belgium, and James decided to sell Abacor.

Timothy Nacey and Daryl Nelson (collectively, the “buyers”) are the two principal shareholders of debtor Digital Resource, LLC, a company formed to purchase Abacor. Both men were experienced in middle-management, and Abacor was one of five businesses they investigated with the intention of buying. Nacey met James Lostetter through a mutual friend in early 1996. During several meetings before September of that year, Nacey expressed to James his goals in purchasing a business as follows: (1) he and Nelson should each be able to draw annual salaries of $100,000; (2) the business to be purchased should have a history of growth; and (3) the transition must be smooth. James was the principal contact with Nacey and Nelson during the negotiations involving the sale of Abacor.

As a small business, Abacor did not devote much of its efforts toward maintaining up- to-date financial records, and James was not able to supply Nacey and Nelson with financial statements for 1995 until September 1996. Between April and September 1996, James made the following representations to Nacey and Nelson about Abacor: (1) that the business earned approximately $3 million in gross yearly revenue; (2) revenue growth had been approximately 30 percent a year; (3) that the business enjoyed a solid rate of earnings; (4) that the business was current in its payables and receivables, with receivables running ahead of payables by at least $75,000 and leaving considerable margin for use of the difference to

3 meet operating expenses; and (5) that the business rarely had to write off bad debt.

In September 1996, James supplied Nacey and Nelson with a combined financial statement covering the years 1992, 1993, 1994, and 1995. The statement confirmed James’ prior representations in that during this period, (1) annual revenues steadily increased from $1.4 million to $3.3 million; (2) operating income had steadily increased from $124,000 to $230,000; (3) shareholders equity had steadily increased from $274,000 to $497,000; (4) the business had virtually no debt; (5) receivables consistently advanced payables by a healthy margin; and (6) the business rarely took a charge for bad debt. Based on James’ representations and the combined financial statement, Nacey prepared cash flow analyses demonstrating Nacey’s reliance on these figures in deciding to go forward with purchasing Abacor. The purchase was to be highly leveraged through financing obtained from the sellers. Thus, the buyers anticipated that they would have to rely upon income generated by the business to pay operating costs and to pay down the purchase debt.

Between December 1996 and March 31, 1997, the buyers entered final negotiations to purchase Abacor, and towards that effort, they hired attorney Jeffrey Saunders to draft an asset purchase agreement. On January 10, 1997, Saunders wrote to the sellers’ counsel, requesting financial documents for the completion of due diligence, including Abacor’s financial statements for the years 1993 through 1996 and all work papers related thereto. However, the work papers showing that a large portion of Abacor’s receivables were over 90 days old and older and that Abacor’s financial performance had entered a dramatic tailspin for the last three quarters of 1996 were never provided to the buyers. Instead, in accordance with Abacor’s calendar-year income tax method of accounting, James gave the buyers a financial statement for 1996 which showed that Abacor earned approximately $102,000 in net income. Significantly, the 1996 financial statement did not show that the entire $102,000 in net income for 1996 was actually attributable to the first quarter of that year or that Abacor had entered a financial tailspin during the last 3 quarters of 1996, resulting in a loss of approximately $37,000 in net income. The financial statement did show that annual sales were approximately $725,000 less than in 1995 and that net income was correspondingly down by approximately $120,000 from 1995 figures. However, James explained that the poor figures were due to a delay in the release of a product upon which Abacor depended for a large portion of its revenues. James assured the buyers that the 1996

4 figures were aberrational, that the drop in revenue was not part of a downward trend, that the first quarter of 1997 would be strong, and that Abacor was on track to do better in 1997 than in 1996. Due to the sellers’ poor financial record-keeping and failure to keep current accurate financial information on hand, James had no direct knowledge as to the truth or falsity of the representations he made about Abacor’s continuing good performance.

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