Lunsford v. Viaone Servs., LLC, 2020 Ncbc 78a

North Carolina Business Court·Decided October 28, 2020·No. 19-CVS-3973·Published

Opinion

Lunsford v. ViaOne Servs., LLC, 2020 NCBC 78A.

STATE OF NORTH CAROLINA IN THE GENERAL COURT OF JUSTICE SUPERIOR COURT DIVISION

BUNCOMBE COUNTY 19 CVS 3973

J. BROOK LUNSFORD and LUNSFORD GROUP, INC. f/k/a JBL COMMUNICATIONS, INC.,

Plaintiffs and

Counterclaim Defendants,

v.

VIAONE SERVICES, LLC; and DAVID DORWART,

Defendants,

and AMENDED ORDER AND OPINION JBL COMMUNICATIONS, LLC, ON DEFENDANTS’ MOTION TO DISMISS

Defendant and

Counterclaim Plaintiff,

v.

CAMERON GUNTER; CLIFFORD CHURCHILL; FIBER OPTIC SOLUTIONS LLC; PIMLICO, INC; OSPREY COMMUNICATIONS, LLC; CVO ENTERPRISES INC; and RUSSELL BROWN,

Counterclaim

Defendants.

1. This action arises from the sale of a telecommunications construction company. The sellers are the plaintiffs here and have asserted claims against the buyer and two others for fraud and breach of several contracts related to the sale. In response, the defendants have moved to dismiss all claims. (ECF No. 58.) For the following reasons, the Court GRANTS the motion in part and DENIES it in part.

Pearce Law PLLC, by Bradley E. Pearce, for Plaintiffs/Counterclaim Defendants J. Brook Lunsford and Lunsford Group, Inc.

Parker Poe Adams & Bernstein LLP, by Michael G. Adams, Jami J.

Farris, and Morgan H. Rogers, for Defendants ViaOne Services, LLC and David Dorwart, and for Defendant/Counterclaim Plaintiff JBL Communications, LLC.

Law Offices of Jamie A. Stokes, PLLC, by Jamie A. Stokes, for Counterclaim Defendants Cameron Gunter, Clifford Churchill, Fiber Optic Solutions LLC, Pimlico, Inc., CVO Enterprises Inc., and Russell Brown.

O’Hagan Meyer, PLLC, by Wood W. Lay and Aretina K. Samuel-

Priestley, for Counterclaim Defendant Osprey Communications, LLC.

Conrad, Judge.

I.

FACTUAL BACKGROUND

2. The following background is drawn from the allegations of the second amended complaint and the documents attached to or incorporated within it. (See 2d Am. Compl., ECF No. 52 [“Compl.”].)

3. JBL Communications, Inc. was a pay-to-build contractor that built and maintained telecommunications systems and networks in and around North Carolina. (See Compl. ¶ 18.) The company now goes by the name Lunsford Group, Inc. but has been dubbed Old JBL by the parties. The “Old” in Old JBL alludes to the central event in this case—the July 2018 sale of Old JBL’s assets to JBL Communications, LLC, or New JBL as the parties call it. (See Compl. ¶¶ 15, 19.)

4. The complaint gives few details about how the sale came together or who the key players were. It seems that New JBL was truly new—a Delaware company created for the purpose of buying Old JBL’s assets. (See Compl. ¶¶ 6, 22.) New JBL’s majority member is ViaOne Fiber and Engineering, LLC (not to be confused with ViaOne Services, LLC, one of the defendants here), but the complaint questions the existence of that entity and does not mention any negotiations between it and Old JBL. (See Compl. ¶¶ 172, 175.) The only thing resembling presale discussions is an alleged conversation between Brook Lunsford (Old JBL’s sole shareholder) and David Dorwart (the chairman and CEO of Texas-based ViaOne Services). (See Compl. ¶¶ 4, 21, 44.) Dorwart supposedly told Lunsford that New JBL would continue Old JBL’s business with new capital investment. (See Compl. ¶ 21.) The date of that conversation is not stated, though.

5. In any event, the centerpiece of the sale was an asset purchase agreement, (ECF No. 52.1 [“APA”]). That agreement conveyed to New JBL “all of the tangible and intangible assets and properties of” Old JBL. (APA § 2.1(a).) It also gave New JBL the right to use Old JBL’s general contractor’s license for a short time. (See Compl. ¶ 23; APA § 2.1(a)(iv).) In return, Old JBL and Lunsford received cash and other consideration, including minority membership in New JBL. 1 (See APA § 3.2; APA p.6 (“Rollover Equity”); Compl. ¶¶ 24, 174, 190.) Lunsford stayed on as a

1 There is some confusion about whether Old JBL or Lunsford owns the membership interest. (Compare Compl. ¶ 174, with Compl. ¶¶ 186, 190.)

consultant to New JBL, an arrangement governed by a separate consulting agreement, (ECF No. 52.3 [“Consulting Agrmt.”]).

6. New JBL financed part of the purchase through a promissory note, (ECF No. 52.2 [“Note”]). The note is “subordinate and junior” to “Senior Debt”—a bank loan— owed by New JBL. (Note § 13.) Old JBL agreed to defer all principal and interest payments on the note until after New JBL repays the bank. (Note § 1.) The note also gives New JBL the right to “set-off and reduce” the principal amount for various reasons, including some permitted by the asset purchase agreement. (Note § 5.)

7. One potential basis for a set-off would be a reduction of the purchase price after closing. The purchase price includes a lump sum of $6.7 million to be adjusted up or down at closing based on Old JBL’s estimate of its working capital. (See APA §§ 3.2(a), 3.3(a); see also Compl. ¶ 24.) That sum is supposed to be adjusted again after closing based on a second calculation of working capital, this time prepared by New JBL and presumably to correct errors in the preclosing estimate. (See APA § 3.3(b), (c).) The asset purchase agreement gives New JBL 90 days from closing to deliver its calculation, followed by a period for Old JBL to lodge objections and for the two sides to resolve any disputes through binding arbitration. (See APA § 3.3(b); Compl. ¶¶ 133, 135.) The final figure determines whether New JBL paid too much or too little at closing. (See APA § 3.3(c).) If too much, then New JBL could set off whatever Old JBL owed against the amount of the promissory note after giving written notice. (Note § 5; see also APA §§ 3.4, 9.7.)

8. Despite getting several extensions of the initial 90-day period, New JBL never delivered its calculation of working capital. (See Compl. ¶¶ 134, 136, 139.) Even so, nearly a year after the sale, New JBL reported in a financial statement that it had reduced the note’s principal balance by over $700,000. (See Compl. ¶¶ 109, 121.) Old JBL did not receive written notice of that set-off. (See Compl. ¶¶ 136, 139.) And the reason New JBL gave for the set-off was poor financial performance— nothing to do with the working capital tally. (See Compl. ¶ 122.)

9. Old JBL and Lunsford say the set-off was improper. They also say it was an accounting trick. Soon after acquiring Old JBL’s assets, New JBL went on a spending spree. It hired new employees, bought more equipment, and entered new markets. (See Compl. ¶¶ 31, 34.) Overstretched, New JBL became insolvent by the end of 2018. (See Compl. ¶¶ 118, 156.) Reducing the principal amount of the promissory note gave the false appearance of solvency. (See Compl. ¶¶ 127, 128.)

10. Indeed, New JBL revealed some of its financial difficulties to Lunsford in April 2019. (See Compl. ¶ 43.) The next month, New JBL’s management team met in Asheville, North Carolina. Lunsford was there. So was Dorwart. (See Compl. ¶ 44.) They discussed New JBL’s failure to release nearly $350,000 in retainages that it had agreed to pay to Old JBL’s subcontractors. (See Compl. ¶¶ 51, 56.) They also discussed New JBL’s difficulty in obtaining its own general contractor’s license. (See Compl. ¶¶ 62–64.) At some point, Dorwart “assured Lunsford” that New JBL “valued” his contributions. (Compl. ¶ 46.)

11. Later that summer, Lunsford discovered that New JBL had used Old JBL’s credit lines with third-party vendors. (See Compl. ¶ 65.) New JBL never told Lunsford what it was doing and didn’t ask for permission either. (See Compl. ¶¶ 69, 70, 74, 75.) Likewise, the third parties didn’t know they were dealing with New JBL rather than Old JBL. (See Compl. ¶ 72.) When some of the bills became overdue, Lunsford’s credit took a hit. (See Compl. ¶¶ 67, 76, 77.)

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