Erhart v. Bofi Holding Inc.

CourtDistrict Court, S.D. California
DecidedSeptember 28, 2023
Docket3:15-cv-02287
StatusUnknown

This text of Erhart v. Bofi Holding Inc. (Erhart v. Bofi Holding Inc.) is published on Counsel Stack Legal Research, covering District Court, S.D. California primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Erhart v. Bofi Holding Inc., (S.D. Cal. 2023).

Opinion

1 2 3 4 5 6 7 8 UNITED STATES DISTRICT COURT 9 SOUTHERN DISTRICT OF CALIFORNIA 10 CHARLES MATTHEW ERHART, Case No. 15-cv-02287-BAS-NLS 11 consolidated with 15-cv-02353-BAS-NLS 12 Plaintiff, ORDER DENYING DEFENDANT’S 13 v. RENEWED MOTION FOR JUDGMENT AS A MATTER OF LAW 14 BOFI FEDERAL BANK, OR NEW TRIAL (ECF No. 386)

15 Defendant. 16

17 And Consolidated Case 18 19

20 Plaintiff Charles Matthew Erhart worked for Defendant BofI Federal Bank as an 21 internal bank auditor. When Erhart discovered conduct that he believed broke the law, 22 Erhart reported the conduct to his boss and eventually the Bank’s regulators. BofI 23 terminated him. 24 In the aftermath, BofI and Erhart told competing tales of what happened. BofI 25 claimed Erhart abandoned his job and wanted to “bring down the bank.” Erhart, in turn, 26 portrayed himself as an internal auditor in a turbulent corporate environment. Time and 27 time again, Erhart battled against pressure from senior management as he discovered 28 wrongful conduct. But when events were hitting a flashpoint, Erhart’s supervisor abruptly 1 quit instead of escalating the concerns to the Bank’s Audit Committee. Erhart then 2 contacted the Bank’s regulators to report his findings before being later terminated. 3 After years of litigation, the parties’ colliding stories came to a head in a three-week 4 trial. To say the jury was called upon to make classic credibility determinations is an 5 understatement. Erhart’s word was pitted against various current and former BofI 6 employees, including the upper echelons of management. He prevailed. The jury 7 unanimously found BofI violated whistleblower protections and defamed Erhart, awarding 8 him $1.5 million. 9 Now before the Court is BofI’s Renewed Motion for Judgment as a Matter of Law 10 or a New Trial. The Bank attacks the sufficiency of the evidence for the jury’s verdict and 11 asks for judgment in its favor. BofI alternatively asks the Court to order a new trial or 12 remit the damages. Neither request is persuasive. Hence, for the following reasons, the 13 Court denies BofI’s motion. 14 BACKGROUND 15 I. Procedural History 16 In October 2015, Erhart filed this action claiming BofI retaliated against him for 17 reporting wrongdoing to his supervisors and the Government. His initial complaint 18 included ten claims and described over a dozen instances of believed wrongdoing at the 19 Bank. BofI responded with a countersuit against Erhart, claiming he breached an employee 20 confidentiality agreement and violated his duty of loyalty to the Bank. 21 After protracted motion practice and discovery, the case neared trial in 2020. The 22 COVID-19 pandemic and scheduling accommodations added two more years, leading to 23 the Court setting a three-week jury trial for 2022. 24 Along the winding way, the Court made more rulings than can be fairly summarized 25 here. Two bear further mention. First, at the summary judgment phase, the Court grappled 26 with the core of Erhart’s lawsuit: his whistleblower retaliation and wrongful termination 27 claims. (Summ. J. Order, ECF No. 192.) These claims required Erhart to show he 28 reasonably believed BofI broke the law. (Id. 19:6–21:2; 53:1–54:8, 64:3–5.) He claimed 1 wide-ranging conduct did so, including BofI providing a misleading response to an SEC 2 investment fraud subpoena, BofI making untimely payments to employees’ 401(k) plans, 3 and BofI making unauthorized risky loans. (Id. 10:20–28.) Some of these factual 4 predicates did not survive summary judgment, but many others remained for trial. (Id. 5 88:21–89:28; see also ECF No. 200.) 6 Second, at the motion in limine phase, the Court found Erhart failed to provide any 7 estimate of his calculable damages throughout discovery. (Order on BofI’s Mot. in Limine 8 No. 5, ECF No. 244.) Those damages included his “claims for future wages and earnings, 9 lost employment benefits, bonuses, overtime, vacation benefits, medical expenses, and 10 back pay.” (Id.) The Court also found he could not avoid the automatic sanction under 11 Rule 37(c)(1). This ruling meant Erhart could seek only “emotional distress damages, 12 reputational damages, and punitive damages” at trial. (Id.) 13 II. Trial1 14 Ten claims reached the jury. Erhart brought four counts for (1) violation of 15 Sarbanes-Oxley’s anti-retaliation provision, (2) violation of California Labor Code section 16 1102.5—the state’s general whistleblower statute, (3) wrongful termination in violation of 17 public policy, and (4) defamation. (Jury Verdict 1:1–6:4, ECF No. 314.) BofI brought six 18 counterclaims for (1) breach of contract, (2) conversion, (3) breach of the duty of loyalty, 19 (4) negligence, (5) violation of California Penal Code section 502, and (6) violation of the 20 Computer Fraud and Abuse Act.2 (Id. 6:5–7:18.) 21

22 1 The Trial Transcript is organized into fifteen volumes, which the Court cites to using the leading 23 numeral in the pincite—e.g., 3-760:13 cites to Volume 3, Page 760, Line 13. The volumes’ electronic case filing numbers are included below. 24 Vol 1 (No. 289) Vol. 2 (285) Vol. 3 (286) Vol. 4 (290) Vol. 5 (292) 25 Vol. 6 (No. 294) Vol. 7 (296) Vol. 8 (298) Vol. 9 (300) Vol. 10 (303) Vol. 11 (No. 308) Vol. 12 (310) Vol. 13 (312) Vol. 14 (315) Vol. 15 (321) 26 2 Two other claims reached trial—but not the jury. First, considering the limitation on Erhart’s 27 recoverable damages, the Court found there was insufficient evidence for his Dodd-Frank Act anti- retaliation claim. (Trial Tr. 10-2790:3 to 15.) Second, the Court put to rest BofI’s amorphous fraud and 28 1 Erhart’s Perspective. From start to finish, the jury heard conflicting narratives about 2 what happened during Erhart’s tenure at the Bank, including the reasons for his 3 termination. Indeed, a considerable portion of Erhart’s case was presented through BofI’s 4 current or former employees, putting credibility determinations front and center. (Trial Tr. 5 1-266:10 to 3-760:13.) 6 Then, for several days of trial, Erhart told his perspective. The jury learned Erhart 7 grew up in Kansas, studied finance at the University of Kansas, graduated with a 4.0 GPA, 8 and then worked as an examiner for FINRA—the Financial Industry Regulatory 9 Authority—for three and a half years. (Trial Tr. 3-761:10 to 3-766:19.) He then joined 10 BofI as an internal auditor in September 2013. (Id. 3-769:16 to 3-773:6.) Although some 11 of his experience at FINRA translated well to this new role, there was still “a huge learning 12 curve.” (Id. 3-769:17 to 3-770:15.) Erhart was then twenty-seven years old. (Id. 3-773:11 13 to 12.) 14 Another key figure was Jonathan Ball, Erhart’s direct supervisor. (Trial Tr. 3-770:20 15 to 22.) Erhart received most of his on-the-job education from Ball. (Id. 3-774:15 to 16.) 16 Ball had previously been the head of internal audit at a bank that failed and shared his 17 experiences with Erhart. (Id. 6-1734:20 to 6-1735:3.) When Erhart began to discover 18 issues during his work, he repeatedly raised them to Ball and sought Ball’s experienced 19 guidance, who was responsive to Erhart’s concerns. (E.g., id. 3-785:14 to 3-786:5, 3-848:7 20 to 14.) Some senior members of management were not so supportive, however. In one 21 instance, Erhart was asked to remove a negative finding from an audit report out of concern 22 that it “could be discoverable in a class-action lawsuit” against the Bank. (Id. 3-819:2 to 23 3-820:21.) Further, after Erhart put his concerns in writing, he received a less favorable 24 performance evaluation, with management suggesting he rely less on email and “take a 25 more proactive approach” by “getting out and meeting with data owners and business unit 26 managers.” (Id. 2-454:22 to 2-457:5, Trial Ex.

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