Glidden Co. v. Jandernoa

5 F. Supp. 2d 541, 1998 U.S. Dist. LEXIS 6631, 1998 WL 229841
CourtDistrict Court, W.D. Michigan
DecidedMarch 24, 1998
Docket1:96-cv-00072
StatusPublished
Cited by18 cases

This text of 5 F. Supp. 2d 541 (Glidden Co. v. Jandernoa) is published on Counsel Stack Legal Research, covering District Court, W.D. Michigan primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Glidden Co. v. Jandernoa, 5 F. Supp. 2d 541, 1998 U.S. Dist. LEXIS 6631, 1998 WL 229841 (W.D. Mich. 1998).

Opinion

OPINION

ROBERT HOLMES BELL, District Judge.

Plaintiff The Glidden Company, the successor in interest to Grow Group, Inc. (“Grow”) 1 brought this action to assert claims arising out of a management-led buyout of Perrigo Co., a former subsidiary of Grow. This matter is currently before the Court on motions for summary judgment filed by Defendant Old Kent Bank and Trust Company (“Old Kent”) and Defendant National Bank of Detroit n/k/a NBD Bank (“NBD”). NBD and Old Kent (“the Banks”) are named in two counts of Plaintiff’s complaint: Count II alleging breach of duty, conspiracy and aiding and abetting, and Count IV alleging fraud.

I.

Evidence

The following summary of the relevant evidence is not in dispute. Additional evidence, and facts in controversy, will be addressed and incorporated throughout the opinion as they relate to the analysis.

Grow is a New York corporation that, through divisions and subsidiaries, produces specialty chemical coatings, paints, and household products. In February 1986 Grown acquired 100 percent of the stock of Perrigo, then a privately held Michigan corporation, for $45 million. Perrigo is a manufacturer of generic and private-label pharmaceuticals. As a result of Grow’s acquisition of Perrigo, Perrigo became a Delaware corporation.

NBD and Old Kent had an ongoing relationship with Perrigo throughout the 1980s. When Grow purchased Perrigo in 1986, it became the guarantor of Perrigo’s notes to NBD and Old Kent.

Grow incurred substantial debt to acquire Perrigo and other consumer private label lines, and by mid-1987 Grow was under pressure to reduce its bank debt. It proposed to do so by making an initial public offering of approximately 25% of Perrigo’s stock and enlisted the assistance of investment banking firms, including PaineWebber, to put together the deal. In October 1987, after the stock market prices collapsed, Grow abandoned the public offering of Perrigo stock. The need to reduce debt, however, continued to plague Grow. In November 1987 Grow engaged PaineWebber to be its exclusive financial ad-visor to raise money through the financial restructuring of Perrigo. One of the objectives in doing a restructuring through Perri-go was to enable Grow to report a gain as of March 31, 1988, and to enable Grow to pay a shareholder dividend.

Grow’s managers believed that Perrigo was well managed, fast growing and profitable, but it was not a cash generator. Perri-go’s growth required cash, and Grow did not have extra cash available. In order to permit Perrigo to continue its growth, Grow determined that it would be beneficial to both Perrigo and to Grow to arrange for the financing of the Perrigo Company independently of Grow. Grow also wanted to terminate its role as guarantor of Perrigo’s debts.

In December 1987, at the direction of Grow, Perrigo established a separate and independent banking relationship with NBD *546 and Old Kent. The Banks participated in a $65 million refinancing, including a $45 million revolving credit agreement and a $20 million loan. A portion of the loan proceeds were used by Perrigo to repay its entire debt to Grow. As a result, Grow was released as a guarantor of Perrigo’s debts.

Grow then pursued the PaineWebber Restructuring. Under the PaineWebber proposal Grow would retain about 45% of the equity in Perrigo, Perrigo management would acquire about 15% of the equity in Perrigo, and an investor would be found to provide approximately $30 million in subordinated debt in exchange for warrants for 40% of the equity of Perrigo.

In early December 1987 members of Perri-go’s management met at various times with representatives of NBD and Old Kent to discuss the December loan to Perrigo. In the course of those discussions Michael J. Jandernoa and James Gunberg, President and Treasurer of Perrigo, respectively, discussed their interest in the possibility of a management-led buyout of Perrigo.

In early January 1988 PaineWebber formally approached NBD to arrange the senior debt for the PaineWebber Restructuring. On February 9,1988, NBD responded with a proposal that it lead a group of banks in making a loan to Perrigo 2 . PaineWebber lined up Desai Capital Corp. (“Desai”) as a potential source of'subordinated financing for the PaineWebber Restructuring.

On February 29, 1988, Grow announced a “Cash Conservation Program” to prohibit Grow and its subsidiaries, including Perrigo, from making capital expenditures except in emergencies. There is also evidence that in early March, Grow determined that it could not pay a dividend without violating covenants under its own bank loans.

On March 7,1988, representatives of NBD went to New York and met with Russell Banks of Grow to discuss the PaineWebber Restructuring. At this time Grow had not yet secured subordinated financing from De-sai. During the meeting the subject of a management buyout was raised. A suggestion was made that Grow sell Perrigo to a management group at Perrigo and that NBD arrange the financing for the sale. Russell Banks called Jandernoa, and advised that Grow would entertain an offer by Perrigo management to purchase the company in place of the proposed PaineWebber Restructuring. On March 11, several members of the Perrigo management team went to New York and met with Russell Banks to discuss the management buyout.

By March 11, Russell Banks considered the PaineWebber deal to be “dead”. On March 16, Grow revised its retention letter with PaineWebber to pay a flat advisory fee for PaineWebber’s services in connection with the management buyout, rather than the percentage fee for the previously proposed Restructuring. Russell Banks recommended to Grow’s board the sale of Perrigo to the Perrigo management group at a board meeting on March 17.

On March 21, NBD formally became the Perrigo Defendants’ exclusive representative in arranging interim financing for the acquisition of Perrigo, providing financial advice and consultation and arranging permanent financing for Perrigo after the acquisition.

The members of the Perrigo management team, referred to collectively in Plaintiffs complaint as the “0 & D Group”, include Defendants Michael J. Jandernoa, William C. Swaney, Ralph E. Klingenmeyer, Richard G. Hansen, Paul E. Nicholson, M. James Gun-berg, Thomas M. Taylor, Larry R. Lutjens, and Michael B. Shubeck. These individuals formed “S & J Acquisition, Inc.,” a Michigan corporation, for the purpose of completing the management buyout.

On March 21, NBD and the Perrigo Defendants hosted a meeting of bankers to arrange financing for the proposed management buyout. In attendance were representatives from Comerica, NBD, National City Bank (Cleveland), Old Kent, and Pittsburgh National Bank.

*547 On March 23,1988, Grow and S & J Acquisition (the corporation formed by the Perrigo management) signed a contract for the sale of Perrigo. The contract was to close on March 31. It did not in fact close as scheduled, ostensibly because of difficulties in obtaining the release of Perrigo’s common stock from pledge.

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Bluebook (online)
5 F. Supp. 2d 541, 1998 U.S. Dist. LEXIS 6631, 1998 WL 229841, Counsel Stack Legal Research, https://law.counselstack.com/opinion/glidden-co-v-jandernoa-miwd-1998.