In Re the Heritage Organization, L.L.C.

375 B.R. 230, 2007 Bankr. LEXIS 2874, 2007 WL 2539351
CourtUnited States Bankruptcy Court, N.D. Texas
DecidedAugust 31, 2007
Docket19-50015
StatusPublished
Cited by22 cases

This text of 375 B.R. 230 (In Re the Heritage Organization, L.L.C.) is published on Counsel Stack Legal Research, covering United States Bankruptcy Court, N.D. Texas primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
In Re the Heritage Organization, L.L.C., 375 B.R. 230, 2007 Bankr. LEXIS 2874, 2007 WL 2539351 (Tex. 2007).

Opinion

MEMORANDUM OPINION

BARBARA J. HOUSER, Bankruptcy Judge.

Before the Court is confirmation of the Second Amended Joint Plan of Liquidation (the “Second Amended Plan”) filed by Dennis Faulkner, as Chapter 11 trustee of The Heritage Organization, L.L.C. (the “Trustee”) and the Client Claimants (as defined hereinafter) (collectively, the “Plan Proponents”). Gary M. Kornman (“Kornman”) and GMK Family Holdings, LLC (“GMK”) (collectively, the “Kornman Parties”) object to confirmation of the Second Amended Plan. 1 The Court has core jurisdiction over the confirmation hearing, which was commenced on June 11-15, 2007 (the “Original Hearing”) 2 and concluded on July 31, 2007 (the “Supplemental Heari *238 ng”), 3 in accordance with 28 U.S.C. §§ 1334 and 157. This Memorandum Opinion contains the Court’s findings of fact and conclusions of law in accordance with Federal Rule of Bankruptcy Procedure 7052. 4

I. FACTUAL AND PROCEDURAL BACKGROUND

A. Heritage’s Relationship with Its Clients In General

The Heritage Organization, L.L.C. (“Heritage”) is a Delaware limited liability company that was formed in 1994. Heritage filed a voluntary petition for relief under Chapter 11 of the Bankruptcy Code on May 17, 2004, which was assigned Case No. 04-35574 (the “Case”). Prior to Heritage’s bankruptcy filing, Heritage provided various estate and tax planning strategies to extremely high net-worth individuals for a fee. Those individuals included the “Client Tax Claimants” and the “Sandwith Claimants.” 5

In the Second Amended Plan, the Trustee seeks to (i) settle the pending objections to all of the Client Tax Claimants’ claims in the Case by allowing each of those claimants an allowed unsecured claim in the amount of 65% of the fees they paid to Heritage for the tax and/or estate planning strategies, (ii) settle the adversary proceedings pending against three of the Client Tax Claimants — ie., the Skinner Children’s Trust, the Skinner Trust No. 2 (collectively, the “Skinner Trusts”), and Love — by forgiving the notes payable to Heritage from those claimants, (iii) settle the adversary proceeding pending against Mikron in connection with the estate planning strategies provided to the Sandwith Claimants by accepting $2,750,000 in cash in satisfaction of the note payable to Heritage by Mi-kron, (iv) allow the Sandwith Claimants an unsecured claim of $3,250,000, and (v) cap the Heritage estate’s liability at $2,340,000 with respect to certain litigation in which damages of approximately $50,000,000 are sought. In short, as it relates to the Client Tax Claimants, the Sandwith Claimants (collectively, the *239 “Client Claimants”), and Mikron, the Second Amended Plan presents a comprehensive, integrated settlement of (i) the Heritage bankruptcy estate’s claims against all of the Client Claimants and Mikron and (ii) all of the Client Claimants’ and Mi-kron’s claims against the Heritage bankruptcy estate. Because the Second Amended Plan contains a comprehensive, integrated settlement, the Court cannot approve the settlement terms as they may relate to individual Client Claimants and/or Mikron; rather, the Court must consider the proposed settlement with the Client Claimants and Mikron as a whole.

To put Heritage’s client relationships with the Client Claimants in perspective, a brief background of Heritage and its “typical” relationships with its clients will be helpful. 6 In a typical Heritage client scenario, Heritage cold-called the prospective client. The Heritage employees who made these cold-calls were referred to as “Initiators.” 7 If the prospective client was interested in learning more about Heritage’s tax and estate planning strategies, another Heritage employee, referred to as a “Contractor,” would meet with the prospective client, either in person or over the telephone. If the prospective client continued to express interest in learning more about Heritage’s tax savings strategies, a “Principal” would then make the sales pitch to the prospect and try to close the deal.

Heritage’s sales process had several common themes. First, Heritage provided a training manual to its employees, which contained scripts to be used in making cold-calls and other contacts with prospective clients. These scripts were to be used by employees when responding to difficult questions posed by prospective clients, and many of the scripts taught employees to use a diverting answer which sounded good, but which was truly unresponsive to the prospective client’s question. 8

Second, the agreement which was ultimately executed between Heritage and its clients was very one-sided in Heritage’s favor. It was, for all practical purposes, a form contract that Heritage had developed over the years, and it was presented to the *240 prospective clients on a take-it-or-leave-it basis. While some prospective clients were able to negotiate modifications to the agreement, most were not.

Third, a key component of the Heritage sales strategy was to separate the prospective client from his/her traditional legal and/or financial advisors, as is evident from the training manual itself. 9 Once a “Principal” of Heritage was involved in the discussions, prospective clients were told that they would have to maintain strict confidentiality of Heritage’s tax and/or estate planning strategies if an agreement was signed and the strategies were revealed to the client. 10 Under the terms of the client agreements, only “Authorized Advisors” or “Authorized Persons” could seethe “Strategies,” without the client becoming obligated to' pay Heritage an additional fee of at least $2 million. To become an “Authorized Advisor” or an “Authorized Person,” a separate agreement had to be signed with Heritage pursuant to which the “advisor” or “person” would agree to keep the “Strategies” confidential and would itself agree to pay Heritage a substantial fee for any breach of that agreement. 11 The term “Strategies” was defined very broadly in the client agreements and typically included “the securities, contracts, Persons identified, facts, data, knowledge, documentation, opinions, combinations of concepts, ideas, techniques, methods, transactions, combinations, sequences of events, timing, financial models, diagrams, illustrations, *241

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Bluebook (online)
375 B.R. 230, 2007 Bankr. LEXIS 2874, 2007 WL 2539351, Counsel Stack Legal Research, https://law.counselstack.com/opinion/in-re-the-heritage-organization-llc-txnb-2007.