Fuller v. Bae

United States Bankruptcy Court, N.D. California·Decided August 29, 2022·No. 19-04032·Unknown

Opinion

U.S. BANKRUPTCY COURT a sy NORTHERN DISTRICT OF CALIFORNIA . □□ eS □□□ Qa? □□□□ KS l □□□□□□□□ □□□ > The following constitutes the order of the Court. Signed: August 29, 2022 LES Re YO OA CharlesNovack = ss—<—s In re: Case No. 19-40959 CN Chapter 7 Debtor. Adversary No. 19-4032 CN ORAVEC AND JOO-YOUNG KIM, MEMORANDUM DECISION oe Plaintiffs, V. RAYMOND WON BAE, Defendant. 50 On May 9, 10 and 11, 2022, this court conducted a trial in the above captioned > adversary proceeding. All appearances were noted on the record. The following 39 constitutes this court’s findings of fact and conclusions of law under Federal Rule of Bankruptcy Procedure 7052. In 2012 and 2013, plaintiffs Randall Fuller, Darius Oravec and Joo-Young Kim (collectively, “Plaintiffs”) were enticed by defendant Raymond Won Bae to invest substantial funds in INB, Inc., a South Korean startup with a business plan to fabricate “ultra high tech” circuit boards in South Korea for the South Korean and American 58 markets. The Plaintiffs — all of whom knew Bae personally and/or professionally before

they invested – approached their investments from different perspectives. Oravec was strictly a passive investor in INB, and his investment was a pure profit play. Fuller and Kim, who have held various positions in the semi-conductor industry, became more involved in INB’s operations after they invested, and they were eventually employed by INB or an INB affiliate in South Korea. Notwithstanding their different investment strategies, all three lost their investments when INB ceased operating in 2015. The question before this court is whether their losses were simply the unfortunate by-product of a well-intentioned but chaotically run start-up or the result of fraudulent representations by Bae, INB’s CEO, founder, and largest shareholder. The parties spent a substantial amount of trial time describing INB’s operations, financing, and relationship with certain affiliates. While such information can be significant in investment fraud cases, the evidence presented here was incomplete at best. For example, this court is still unsure how INB was financed, and the parties’ efforts to describe the relationship between INB and several other Bae owned entities fell short. If nothing else, the trial demonstrated the precarious nature of investing in Silicon Valley- like start-ups. Regardless, Bae, who was an experienced Silicon Valley entrepreneur, formed INB in 2011 to manufacture specialty circuit boards, a niche field which he believed was underserved. Bae owned and operated RB Technology, a Fremont, California company that purchased circuit board components and did substantial business in South Korea. He believed that there was an undeveloped market for high end circuit boards, and he began discussing his concept with several persons in 2011, including some of the Plaintiffs. Plaintiffs do not dispute that Bae’s concept was worthwhile, and they believed that he had the business experience and acumen to lead INB. Bae believed that he needed approximately eight million dollars to properly capitalize INB’s initial operations. He began soliciting investments from friends and business associates in 2011 and ultimately developed and presented a business plan to potential investors, including Plaintiffs.1 While 1 Bae solicited investments by discussing INB with friends, RB Technology Bae drafted at least two business plans, the first, dated January 23, 2012, was the one Bae presented to Plaintiffs before they invested (the “January 2012 Plan”). The January 2012 Plan explained INB’s business goals, listed financial and manufacturing milestones that it hoped to accomplish, provided economic projections describing the anticipated market for its product, named some of its management team, and stated the names of several parties who had purportedly invested substantial sums in INB. At trial, Bae downplayed the significance of the January 2012 Plan and described it as a “work in progress.” He correctly noted that over the next three years INB’s business plans and timelines changed while it struggled to build its manufacturing plant, purchase the correct equipment, and train its employees before it terminated its operations in December 2015. While the January 2012 Plan presumably was Bae’s best efforts to describe INB’s prospects, its representations regarding INB’s management team, existing investors, and current capitalization were not conjecture or prognostications. For example, the January 2012 Plan stated that INB’s “current ownership” included Bae and Vijay Israni (an apparently well-known businessman with a good track record of investing in Silicon Valley startups) who each owned 40% of INB’s shares and had “invested heavily in the company.” The January 2012 Plan’s Valuation and Investment Analysis stated that the company’s “initial investment” was eight million dollars, allowing potential investors to surmise that Israni (and Bae) had invested substantial funds in the venture. The January 2012 Plan’s references to Israni as an investor, principal, and advisor were incorrect. While Bae testified that he discussed INB with Israni in 2011, Israni informed Bae in or around December 2011/January 2012 that he was not interested in investing in INB. Moreover, while the January 2012 Plan indicated that Bae had poured millions of dollars into INB, the only evidence regarding the scope of his investment was Bae’s insistence that he had done so. Bae repeatedly testified that his investment included

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