Marquis Products, Inc. v. Conquest Carpet Mills, Inc. (In Re Marquis Products, Inc.)

150 B.R. 487, 28 Collier Bankr. Cas. 2d 702, 1993 Bankr. LEXIS 249, 23 Bankr. Ct. Dec. (CRR) 1647, 1993 WL 49672
CourtUnited States Bankruptcy Court, D. Maine
DecidedFebruary 10, 1993
Docket16-20263
StatusPublished
Cited by10 cases

This text of 150 B.R. 487 (Marquis Products, Inc. v. Conquest Carpet Mills, Inc. (In Re Marquis Products, Inc.)) is published on Counsel Stack Legal Research, covering United States Bankruptcy Court, D. Maine primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Marquis Products, Inc. v. Conquest Carpet Mills, Inc. (In Re Marquis Products, Inc.), 150 B.R. 487, 28 Collier Bankr. Cas. 2d 702, 1993 Bankr. LEXIS 249, 23 Bankr. Ct. Dec. (CRR) 1647, 1993 WL 49672 (Me. 1993).

Opinion

MEMORANDUM OF DECISION

JAMES B. HAINES, Jr., Bankruptcy Judge.

Marquis Products, Inc. (“Marquis”), the debtor-in-possession, seeks to avoid a pre-petition mortgage given to Conquest Carpet Mills, Inc. (“Conquest”), as a fraudulent transfer under 11 U.S.C. § 548. 1 In view of the evidence adduced at trial, I conclude that the mortgage must be set aside. 2

Facts

1. Corporate History.

Marquis, a Georgia corporation which formerly manufactured and wholesaled carpet, is a wholly-owned subsidiary of NRF, Inc. (“NRF”). NRF, a closely-held Maine corporation, is also a Chapter 11 debtor. 3 NRF distributes floor coverings, including carpets. All of its stock is owned by Norman, Roger and Frank Pomerleau. The three Pomerleaus sit as NRF’s Board of Directors.

After NRF had established itself as a successful distributor, Norman and Roger Pomerleau decided to enter the carpet manufacturing business. Together they organized Marquis in November 1982. Norman and Roger became Marquis’ only stockholders and directors. Marquis commenced business with $500.00 cash. NRF loaned Marquis the funds it needed to obtain manufacturing facilities in Calhoun, Georgia, to acquire equipment and to pay personnel. On May 24, 1984, Norman and Roger Pom-erleau transferred one hundred percent of the Marquis stock to NRF. In January 1990, NRF contributed $9,500.00 in additional capital to Marquis.

In response to changing industry conditions, Marquis decided to wind up its manufacturing operations in June 1990. It retained only three or four employees, all of whom worked to dispose of Marquis’ remaining manufactured inventory while also purchasing and wholesaling carpeting manufactured elsewhere. In February 1991, Marquis decided to halt all operations. As of March 1991, Marquis was out of business.

NRF remained an active floor covering distributor, but, due to a number of adverse business developments, including the demise of its principal lender, NRF’s board authorized a Chapter 11 bankruptcy filing on February 15, 1991. The directors enacted the resolution to enable NRF to file for relief when, and if, circumstances required it. In the meantime, the company attempted to stay afloat without filing. NRF ultimately filed for relief under Chapter 11 on April 19, 1991. Marquis’ board authorized a Chapter 11 filing on June 14, and Marquis filed its petition on June 18, 1991. 4

*489 2. The Inter-Company Relationship.

NRF loaned operating funds to Marquis throughout the latter’s active existence. The companies’ books document a running account of Marquis’ obligations to NRF, periodically adjusted for inter-company sales, loan advances and funds transfers. In 1989, when NRF obtained financing from Bank of New England, the loan was collateralized, in part, by a lien on Marquis’ assets. One consequence of the loan was that NRF continued to have available money to “downstream” to Marquis to fund its operations.

At all times, NRF was Marquis’ principal customer. During Marquis’ first years, NRF purchased approximately ninety-five percent of the product Marquis manufactured. Later, as Marquis expanded its customer base, NRF’s share gradually dropped to approximately fifty-five percent of Marquis’ product.

Although NRF and Marquis observed required corporate formalities, the Pomer-leaus employed what they describe as an “entrepreneurial” style of management. Details of the corporations’ businesses, including parent/subsidiary transactions, were not always documented with rigorous formality. NRF regularly recorded the status of the NRF/Marquis loan, but Marquis’ obligation was not memorialized in a note or lending agreement. Until 1988, NRF did not charge interest on the loan. Thereafter, it did.

When Marquis shipped carpet to NRF, NRF reduced the loan balance to reflect the price Marquis charged for the goods. 5 When Marquis received payment from unaffiliated customers, it deposited the funds in its principal account, an account to which NRF had access, at a Maine bank. When the account balance exceeded Marquis’ immediate requirements, money was transferred to NRF, reducing the loan balance. When Marquis needed operating funds, NRF supplied them, thereby increasing Marquis’ obligation.

Marquis employed Tim Cote as its chief operating officer to manage day-to-day activities in Georgia. Cote, who had no role in NRF, hired and fired workers and made routine management decisions. Marquis had it own tax identification number and retained separate legal counsel in Georgia. Norman Pomerleau, who was Marquis’ president as well as NRF’s, was but modestly involved in the details of Marquis’ operations. He travelled to Georgia four to five times per year.

For most of its history, Marquis maintained a separate payroll account at a bank in Calhoun, Georgia. Later, its payroll was handled by a payroll service company that also handled NRF’s payroll. Not surprisingly, there was some other administrative overlap. For example, NRF’s accounting department provided accounting and bookkeeping services for Marquis, and prepared consolidated financial statements for the companies.

Although Marquis’ principal creditor was NRF throughout its entire active existence, Marquis dealt regularly with unaffiliated suppliers and customers. Marquis operated profitably in 1988 and 1989, at least in the sense that it was able to reduce substantially its obligations to NRF during each of those years. 6 Marquis’ schedules disclose that, in addition to NRF, Marquis owed money to nine unsecured and priority tax creditors with claims of approximately $8,500.00. 7

3. The Conquest Mortgage.

In March 1991, NRF requested a $300,-000.00 line of credit from Conquest, a sup *490 plier and substantial creditor. Conquest insisted that the line be secured. To secure it, Norman Pomerleau executed a deed, dated March 22 and recorded March 26, 1991, conveying a mortgage in Marquis’ Georgia real property to Conquest. 8

Other than granting the mortgage, Marquis had no business relationship whatsoever with Conquest. The mortgage deed ran directly from Marquis, identified on the deed as a Georgia corporation, to Conquest. No adjustment was made to the Marquis/NRF loan account to reflect the value of the interest conveyed by Marquis to Conquest at NRF’s behest.

Discussion

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150 B.R. 487, 28 Collier Bankr. Cas. 2d 702, 1993 Bankr. LEXIS 249, 23 Bankr. Ct. Dec. (CRR) 1647, 1993 WL 49672, Counsel Stack Legal Research, https://law.counselstack.com/opinion/marquis-products-inc-v-conquest-carpet-mills-inc-in-re-marquis-meb-1993.