Michael Reis, Sr. v. Barley, Snyder, Senft & Cohen

426 F. App'x 79
CourtCourt of Appeals for the Third Circuit
DecidedFebruary 11, 2011
Docket09-4237
StatusUnpublished
Cited by4 cases

This text of 426 F. App'x 79 (Michael Reis, Sr. v. Barley, Snyder, Senft & Cohen) 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
Michael Reis, Sr. v. Barley, Snyder, Senft & Cohen, 426 F. App'x 79 (3d Cir. 2011).

Opinion

OPINION

BARRY, Circuit Judge.

The District Court granted in part and denied in part defendant’s motion to dismiss. After a bench trial of thirty-five days, the Court entered judgment in favor of defendant on the remaining claims. Plaintiffs appeal the Court’s decisions. We will affirm in part and reverse and remand in part.

I. FACTUAL BACKGROUND 1

Weaver Nut Company (“Weaver Nut”) distributes candy, nuts, and dried fruit. Ten years ago, E. Paul Weaver, III (“Weaver”), and Miriam Weaver, his wife (collectively the “Weavers”), owned Weaver Nut, but the company was in financial straits. For “many years” under Weaver’s leadership, Weaver Nut “engaged in practices including below cost sales to customers, purchasing without regard to existing inventory and anticipated demand and sale of ‘out of date’ product.” (R. at 58.) In the spring of 2001, Michael Reis, Sr. (“Reis”), learned about Weaver Nut’s situation and told Lawrence Katz about it. Katz does business as the Summit Private Capital Group (“Summit”), and Katz proposed to Weaver that Weaver Nut and Summit enter into a Merchant Banking and Corporate Development Agreement (“Agreement”). The Agreement was executed by Weaver and Katz in the summer of 2001. Under its terms, Reis became the CFO of Weaver Nut; Reis, Katz, and Weaver received compensation; and Summit was entitled to certain payments, including a commission on the financing deals it arranged. By virtue of an option in the Agreement, Reis and Katz became shareholders in Weaver Nut, and by the end of 2001, they collectively owned one half of the company, and the Weavers owned the other half.

Reis began working at Weaver Nut in September of 2001 and was on site for approximately two weeks out of each month. He “was responsible for the day-to-day operations.” (Id.) Katz, on the other hand, visited “every couple of months, or approximately six to eight times” during his involvement with the company. (Id. at 57.) During the period between late 2001 and early 2003, Katz “worked behind the scenes” to find business partners or acquisitions for Weaver Nut. (Id. at 58.) Reis and Katz helped Weaver Nut obtain a nontraditional line of credit that was “very time consuming and cumbersome,” as well as “more expensive for the company than traditional bank financing.” (Id. at 57.) Reis hired new employees, including more salespeople. Weaver Nut also put into place an inventory-control policy that required two signatures for every purchase order (“two-signature policy”), and although Weaver initially approved the policy, he later claimed that he did not and refused to follow it. Tensions between Weaver and Reis boiled over regarding the two-signature policy, and they sent contradictory letters to Weaver Nut’s vendors regarding whether the policy was in place.

*81 On March 26, 2003, Weaver sought legal advice from defendant Barley, Snyder, Senft & Cohen, LLC (“Barley Snyder”). Weaver told Barley Snyder about the Agreement, but when Weaver and his wife met with Barley Snyder on April 1, 2003, he “falsely advised [the Barley Snyder attorney] that Mr. Reis and Mr. Katz were not shareholders in the Company and that the stock warrants mentioned in the development agreement had not been exercised by them.” (Id. at 60.) Barley Snyder asked Weaver Nut’s corporate counsel for the company’s “corporate records,” but counsel did not have them. (Id. at 60-61.) Weaver Nut and Barley Snyder could not find the “corporate records” because Reis took them from the company and, without telling Weaver, placed them in a safe deposit box; the documents in the safe deposit box included Weaver Nut’s original share certificates.

Weaver consulted with Barley Snyder about terminating the Agreement and ending Weaver Nut’s relationship with Reis and Katz, and Barley Snyder told Weaver that this “was an aggressive strategy which might lead to litigation.” (Id. at 61.) Weaver nonetheless decided to move ahead and “end [Weaver Nut’s] relationship with Messrs. Reis and Katz.” (Id.) The partner at Barley Snyder who represented Weaver Nut, Weaver, and Miriam Weaver “reasonably believed that Barley Snyder was able to provide competent and diligent representation [to these three parties] at the same time because their interests were not adverse to one another, based upon Mr. Weaver’s false representations that Messrs. Reis and Katz were not shareholders.” (Id.)

Taking direction from Weaver as the President and sole director of Weaver Nut, and without consulting with Reis or Katz, Barley Snyder sent a letter to Reis and Katz on April 11, 2003, advising them that Weaver Nut was terminating the Agreement and “their employment with Weaver Nut Company.” (Id. at 62.) Four days later, on April 15, 2003, Reis and Katz told Barley Snyder that they collectively owned half of the shares in Weaver Nut. Weaver denied this, and Barley Snyder recognized that ownership was in dispute but could not independently investigate this issue “[b]ecause the corporate books and records were missing.” (Id.) That same day, the parties met and agreed to hire an independent accountant “to take a look at the financial condition of the Company and to make recommendations.” (Id. at 63.) The accountant identified a number of problems and recommended, among other things, replacing the financing that Reis and Katz helped Weaver Nut secure. He also “found numerous deficiencies” in parts of Weaver Nut’s operation that were under Reis’s supervision and “concluded that Weaver Nut Company was better off without the [Agreement] or the employment of Mr. Reis, Mr. Katz or the [other employees that Weaver fired around the same time].” (Id. at 65.)

Weaver and Weaver Nut then sued Reis, Katz, and Summit, and Reis, Katz, and Summit brought a shareholder derivative action against Weaver Nut and the Weavers. At that point, Barley Snyder informed Weaver Nut that it could no longer represent the Weavers and Weaver Nut due to the potential conflict of interest. Barley Snyder continued to represent the Weavers individually, but Weaver Nut retained other counsel. All litigation among Weaver Nut, the Weavers, Reis, and Katz was settled in December of 2003, and as part of the settlement agreement Weaver Nut assigned any claims it had against Barley Snyder to Reis and Katz. 2 *82 The District Court concluded that Weaver breached the fiduciary duties that he owed to Reis, Katz, and Weaver Nut. The Court also found, however, that Barley Snyder did not know that Weaver “was breaching fiduciary duties to either the Company or to Messrs. Reis and Katz.” (Id. at 69.)

After Reis and Katz were out of the picture, Weaver Nut hired a new CFO and obtained new financing that was less expensive than that which Reis and Katz had negotiated. Weaver Nut also saved money by cutting staff. The District Court concluded that “[t]he increases in operating costs implemented by Messrs. Reis and Katz offset the increase in gross profit margin that the Company enjoyed during their tenure” and that Weaver Nut “significantly decreased its operating costs” after Reis and Katz were no longer involved. (Id.

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Bluebook (online)
426 F. App'x 79, Counsel Stack Legal Research, https://law.counselstack.com/opinion/michael-reis-sr-v-barley-snyder-senft-cohen-ca3-2011.