Motsenbocker v. Potts

863 S.W.2d 126, 1993 Tex. App. LEXIS 2879, 1993 WL 331455
CourtCourt of Appeals of Texas
DecidedAugust 26, 1993
Docket05-92-01883-CV
StatusPublished
Cited by41 cases

This text of 863 S.W.2d 126 (Motsenbocker v. Potts) is published on Counsel Stack Legal Research, covering Court of Appeals of Texas primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Motsenbocker v. Potts, 863 S.W.2d 126, 1993 Tex. App. LEXIS 2879, 1993 WL 331455 (Tex. Ct. App. 1993).

Opinion

OPINION

LAGARDE, Justice.

Don Motsenbocker 1 appeals the judgment of the trial court rendered on the jury’s verdict holding him liable to William G. Potts for intentional infliction of emotional distress. Motsenbocker brings eleven points of error contending that (a) the trial court erred in submitting Potts’s intentional infliction of emotional distress claim to the jury because the claim sounded in contract, not tort; (b) there is no evidence or insufficient evidence to support submission to or the findings of the jury of intentional infliction of emotional distress or to support exemplary damages; (c) the actual and exemplary damages awarded by the jury were excessive; and (d) the trial court erred in refusing to submit an instruction in the jury charge. We overrule the points and affirm the trial court’s judgment.

FACTUAL BACKGROUND

In July 1988, Potts owned and managed a saddlery and tack company called Potts Longhorn Leather Company when he was diagnosed with terminal cancer. The doctors told him he had only nine to eighteen months to live. Potts determined to survive long enough to settle his financial affairs to provide for the family he would eventually leave behind. When none of his family were interested in taking over management of the business, Potts decided to sell it.

Potts began negotiations with Tim Has-singer for the sale of Longhorn. After several contracts with Hassinger collapsed due to Hassinger’s lack of financing, Hassinger told Potts he had found a bank that would provide financing if Hassinger and his partner, Joe Valandra, showed managerial ability. At that time, Potts needed to undergo a series of operations to install an infusion pump in his liver to help treat his cancer. Because he would be unable to manage the business himself due to the operations and recuperation periods, Potts agreed to turn over managerial control of Longhorn to Has-singer and Valandra.

In January 1989, Potts saw Motsenbocker at a saddlery trade show. Motsenbocker had heard about the pending sale of Longhorn and congratulated Potts. Motsenbocker told him that if anything went wrong with the sale, he would be interested in purchasing Longhorn.

Hassinger and Valandra did not prove to be competent managers: through a combination of incompetency and dishonesty, they ran Longhorn into dire financial straits. When the bank that provided Longhorn with revolving credit called the loan due, Longhorn could not pay it and filed for Chapter 11 bankruptcy protection. When Potts learned *130 that Hassinger and Valandra had given him “the run around” about being able to obtain financing, Potts fired them.

Potts began negotiations with Motsenboeker for the sale of Longhorn to Simco Leather Company, Inc., a saddlery company owned by Motsenbocker and James Sands and located in Chattanooga, Tennessee. The parties reached an agreement in principle providing that Simco would acquire the assets of Longhorn in exchange for paying Longhorn’s loan to the bank and providing a five-year consulting contract to Potts at a salary of $75,000 per year plus health insurance. The bank agreed to the sale under these terms.

After reaching this agreement in principle, the bank and Potts learned that Hassinger and Valandra had failed to pay the payroll taxes. The bank then stopped the negotiations, put Longhorn into Chapter 7 bankruptcy, and posted the assets of Longhorn for foreclosure.

Motsenbocker remained interested in purchasing Longhorn in spite of these developments. Potts assisted Motsenbocker in formulating Simco’s sealed bid for the foreclosure auction. At Potts’s urging, Potts and Simco finalized a new agreement contingent on Simco having the highest bid at the foreclosure auction. Under this agreement, Potts would receive a five-year consulting contract at $60,000 per year ($5000 per month) plus the same health insurance as other employees of Simco. The consulting contract provided that Potts could be terminated only for violation of the contract’s covenant not to compete or in the event of Potts’s death or “permanent and complete incapacity.” The sale agreement contained a stock-purchase provision under which Potts would receive $10,000 for the sale of his stock to a Simco subsidiary. 2 Simco submitted the highest bid at the foreclosure auction, thereby acquiring all of Longhorn’s assets.

Potts’s consulting contract began in October 1989. Motsenbocker told Potts that half of his monthly salary, $2500, would be paid by Longhorn in Denison, Texas, and the other half would be paid by Simco in Chattanooga. Beginning that first month, Potts received $2500 from Denison but did not receive the $2500 from Chattanooga. Mot-senbocker told Potts that the Chattanooga office could not pay him because of serious cash-flow problems due to losses from the Longhorn operation in Denison. Motsen-bocker orally proposed amending the consulting contract to provide that Potts would receive only $2500 per month except for months in which Longhorn made more than $5000 when Potts would be paid $5000. Under this arrangement, Potts received $5000 for only one month, June 1990.

Until October 1990, Potts had the same health insurance as all the other employees of Simco. The insurance had a deductible of about $300. When the policy came up for renewal, the carrier informed Simco it would charge a higher premium for the same coverage due to increased claims. Bob Petross, Simco’s general manager, investigated Sim-co’s claims history and found that Potts had the highest claims of all the employees. 3 Under the insurance plan that became effective in October 1990, Potts’s deductible was raised from about $300 to $50,000. Neither Motsenbocker, Sands, Petross, nor anyone else at Simco told Potts that his deductible had been raised to $50,000. Potts did not learn of the change to his health insurance deductible until his doctors informed him that they could not get paid by the carrier. Potts called the carrier, which told him of the change in the deductible. The carrier said that Simco had requested the increase in Potts’s deductible to $50,000. The carrier also told him that it had never written a policy like that before and that it had to reprogram its computer to do so. Potts had another health insurance policy, but because it was renewable quarterly and could be canceled by the carrier at any time, the policy did not afford Potts any peace of mind.

After learning of the change in his health insurance, Potts tried without success to telephone Motsenbocker to complain about this latest breach of the consulting contract. On *131 December 7, 1990, Potts sent Motsenbocker a letter complaining of the reduction in his salary and the change in his health insurance. Potts said in the letter that if Motsen-bocker did not contact him within ten days, he would seek legal advice. Motsenbocker did not contact him. Potts received his last check from Simco on January 11, 1991.

On January 17, 1991, Potts’s attorney wrote to Motsenbocker, Sands, and Simco threatening legal action if he were not contacted within ten days. Motsenbocker spoke with Potts on February 15,1991.

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Bluebook (online)
863 S.W.2d 126, 1993 Tex. App. LEXIS 2879, 1993 WL 331455, Counsel Stack Legal Research, https://law.counselstack.com/opinion/motsenbocker-v-potts-texapp-1993.