ICL Holding Co., Inc. v.

802 F.3d 547, 2015 WL 5315604
CourtCourt of Appeals for the Third Circuit
DecidedSeptember 14, 2015
Docket14-2709
StatusPublished
Cited by34 cases

This text of 802 F.3d 547 (ICL Holding Co., Inc. v.) is published on Counsel Stack Legal Research, covering Court of Appeals for the Third Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
ICL Holding Co., Inc. v., 802 F.3d 547, 2015 WL 5315604 (3d Cir. 2015).

Opinion

OPINION OF THE COURT

AMBRO, Circuit Judge.

11 U.S.C. § 363 allows a debtor to sell substantially all of its assets outside a plan of reorganization. In modern bankruptcy practice, it is the tool of choice to put a quick close to a bankruptcy ease. It. avoids time, expense, and, some would say, the Bankruptcy Code’s unbending rules. The issue at the core of this appeal, which arises from such a sale, is whether certain payments by a § 363 purchaser (here an entity formed by the secured lenders of the debtors) in connection with acquiring the debtors’ assets should be distributed according to the Code’s creditor-payment hierarchy.

To give some color to this issue, the secured lenders here were owed more than the value of the debtors’ assets, making them undersecured. They acquired the assets by crediting approximately 90% of the secured debt they were owed. No cash changed hands. (This purchase mechanism is known in bankruptcy parlance as a “credit bid.”) The only cash payments made in connection with the deal were those the secured lenders deposited in escrow for professional fees and paid directly to the unsecured creditors. We conclude, as we explain more fully below, that neither of the two payments went into or came out of the bankruptcy estate. Thus the cash was not subject to the Code’s distribution priority.

I. BACKGROUND

A. LifeCare’s Business Troubles

At the start of 2012, LifeCare Holdings, Inc. (“LifeCare”), 1 once a leading operator *550 of long-term acute care hospitals, was struggling financially. Management blamed its condition on Hurricane Katrina’s destruction of three of the company’s facilities and growth-stunting federal regulations that followed the 2005 natural disaster. Because of the weight of its debt load ($484 million, of which approximately $355 million was secured), new capital was hard to find. As a result, management considered two transactions that would salvage it as a going concern: a sale or a restructuring of its balance sheet.

The sale didn’t happen initially because none of LifeCare’s suitors (there were at least seven of them) offered an amount that exceeded its debt obligations. The best offer — submitted by one of LifeCare’s biggest competitors — reflected a recovery to the secured lenders of only 80-85%. Management considered that option inadequate and thus was left with the restructuring alternative. To go that route, however, it needed the support of its secured lenders. But they had another idea. Rather than support a restructuring of LifeCare’s balance sheet, the secured lenders wanted to purchase the company outright — that is, all of its cash and assets. To that end, they offered to credit $320 million of the $355 million debt they were then owed.

Because their credit bid was LifeCare’s best (and only) alternative to liquidation under Chapter 7, the company agreed to part with all of its assets, including cash. To memorialize the proposed sale, the secured lender group (through an acquisition vehicle called Hospital Acquisition, LLC 2 ) entered into an Asset Purchase Agreement with LifeCare in December 2012.

In addition to its credit bid, the purchaser agreed to pay the legal and accounting fees of LifeCare and the Committee of Unsecured Creditors (the “Committee”) and to pick up the tab for the company’s wind-down costs. Because the professionals hadn’t completed their work, the agreement directed the purchaser to deposit cash funds into separate escrow accounts. Any money that went unspent had to be returned to it.

B. LifeCare Files for Bankruptcy

LifeCare and its 34 subsidiaries, which together operated 27 long-term acute care hospitals in 10 states and had about 4,500 employees, filed for bankruptcy one day after entering into the Asset Purchase Agreement. 3 Among the company’s first requests was permission to sell substantially all of its assets through a Court-supervised auction under 11 U.S.C. § 363(b)(1). After receiving the go-ahead from the Bankruptcy Court, LifeCare marketed its assets to over 106 potential strategic and financial counterparties. In the end, however, the secured lender group’s $320 million credit bid remained the most attractive offer. According to the testimony of LifeCare’s advisor from Rothschild, Inc., many of the putative bidders were concerned with “reimbursement issues and the challenging regulatory environment facing the long-term acute care industry.” Hence they were unwilling to offer Life-Care an amount commensurate with the debt relief put forward by the secured lenders.

Though the secured lender group was selected by default as the successful bidder, the sale was not yet a done deal. Two important players in the bankruptcy case, the Committee and United States Govern- ■ ment — neither of which would recover any *551 thing if the Court approved the sale— objected to the asset transfer. The former criticized it as a “veiled foreclosure” that would leave the bankruptcy estate so insolvent even administrative expenses would not be paid. The Government, for its part, argued that the sale would result in capital-gains tax liability estimated at $24 million, giving it an administrative claim that would go unpaid. This was unfair, it maintained, because under the proposed sale arrangement equally situated administrative claimants — primarily the bankruptcy professionals — would get paid if the sale went through.

As is not uncommon, however, and before its objections to the sale reached resolution, the Committee struck a deal with the secured lender group. In exchange for the Committee’s promise to drop its objections and support the sale, the secured lenders agreed to deposit $3.5 million in trust for the benefit of the general unsecured creditors. The compromise was embodied in a Term Sheet (which we refer to as the “Settlement Agreement” or “Settlement”) that was submitted to the Bankruptcy Court together with the sale materials, but later resubmitted in a standalone motion for the Court’s approval.

C. The Sale Hearing

On April 2, 2013 the Bankruptcy Court approved the proposed sale from the bench. Applying the “sound business purpose” test, which bankruptcy courts use to decide whether to approve a § 363 sale, see In re Montgomery Ward Holding Corp., 242 B.R. 147, 153-54 (Bankr.D.Del. 1999), the Court described LifeCare’s condition as getting progressively worse; in bankruptcy talk, it was a “melting ice cube.” The only way to avoid liquidation (a potential threat to LifeCare’s patients and a result that would leave the unsecured creditors and the Government with nothing) and allow the company to continue as a going concern was through a quick sale.

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Cite This Page — Counsel Stack

Bluebook (online)
802 F.3d 547, 2015 WL 5315604, Counsel Stack Legal Research, https://law.counselstack.com/opinion/icl-holding-co-inc-v-ca3-2015.