Payne v. DeLuca

433 F. Supp. 2d 547, 2006 U.S. Dist. LEXIS 25621, 2006 WL 1157861
CourtDistrict Court, W.D. Pennsylvania
DecidedMay 2, 2006
DocketCA 02-1927
StatusPublished
Cited by14 cases

This text of 433 F. Supp. 2d 547 (Payne v. DeLuca) is published on Counsel Stack Legal Research, covering District Court, W.D. Pennsylvania primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Payne v. DeLuca, 433 F. Supp. 2d 547, 2006 U.S. Dist. LEXIS 25621, 2006 WL 1157861 (W.D. Pa. 2006).

Opinion

MEMORANDUM OPINION

SCHWAB, District Judge.

Pending before the Court is Defendants’ Motion to Dismiss the Second Amended Class Action Complaint (“SAC”), Docket No. 73. For the reasons discussed below, the Motion is granted in its entirety and Plaintiffs’ complaint is dismissed with prejudice.

I. BACKGROUND

A. Factual History 1

IT Group, Inc. (“ITG” or “the Company”), was a Delaware corporation headquartered in Monroeville, Pennsylvania, whose primary business was providing environmental remediation services to commercial customers and federal government agencies. In 'November 1996, Defendant The Carlyle Group (“Carlyle”), a private merchant bank located in Washington, D.C., invested some $45 million in ITG, acquiring more than 46,0000 shares of convertible preferred stock and 1.2 million shares of common stock, giving it approximately 25% of the voting power of the Company. As holder of the preferred stock, Carlyle was paid an annual stock dividend of $6.36 million, regardless of the performance of IT Group and regardless of the value of ITG stock to open-market investors.

By virtue of its position as principal holder of the convertible preferred stock, Carlyle had the right to elect one fewer than the majority of directors and to vote with the common shareholders on the election of other directors. Carlyle was thereby able to install one of its managing directors, Defendant Daniel D’Aniello, as Company chairman, and named four other members of the ITG Board of Directors-Defendants Philip Dolan, Martin Gibson, Robert F. Pugliese, and James David Watkins. Although Defendant Francis J. Harvey had no formal affiliation with Carlyle, he served on two other boards at Carlyle-controlled companies and served on the ITG Board “at Carlyle’s behest.” (SAC, ¶ 85.) Other directors were Defendants James C. McGill and Richard W. Pogue. Anthony J. DeLuea served as President and Chief Executive Officer (“CEO”); Defendant Harry J. Soose was Senior Vice President and Chief Financial Officer. 2

Soon after Carlyle took control of the Company, ITG embarked on an aggressive plan of growth and diversification through acquisition. Between 1997 and 2000, the Company acquired eleven domestic and international companies, many of which had been competitors in the environmental remediation field. To finance these acquisitions, ITG took the following steps:

*554 • In February through June 1998, in connection with its acquisition of OHM Corporation, ITG obtained a $240 million credit facility which was later refinanced to consist of an eight-year $228 million amortizing term loan and a six-year, $185 million revolving credit facility.
• In December 1998, when acquiring Fluor Daniel GTI, Inc., the Company borrowed $20 million in cash from Fluor Daniel and financed the remaining $51.4 million of purchase and transaction costs using cash on hand and its revolving credit facility.
• To finance its acquisitions of Roche Limited Consulting Services and EFM Group in the spring of 1999 and to refinance existing indebtedness in the revolving credit facility, ITG issued $225 million of ten-year senior subordinated notes for net proceeds of $216 million.

The acquisitions and diversification boosted ITG revenues from $400 million in 1996 to approximately $1.4 billion in 2000. However, by the spring of 2000, the Board of Directors realized that the Company’s strategy of “growth by acquisition” had failed for a number of reasons:

• the increase in revenue, although significant, was not sufficient to offset the debt which financed the acquisitions;
• ITG had difficulty managing the diversity of the acquired companies and the businesses they performed, in part because of turnover among key personnel in those companies;
• several of the acquired entities did not perform as well as expected;
• the Company did not realize the anticipated cost-savings and other efficiencies expected from consolidation of the acquired businesses, in part because of poor management; and
• the general economic slowdown of the late 1990s.

(SACA 87. 3 )

The Board of Directors re-focused its attention on debt reduction, recognizing that ITG was having increased difficulty meeting the financial covenants associated with its bank loans. On March 8, 2000, ITG obtained an additional $100 million, seven-year term loan (“Term C Loan”) from its lending banks in an attempt to resolve its liquidity problems. Although described as a means to support “seasonal business pattern working capital requirements,” Plaintiffs allege that, in reality, the Term C Loan was merely a temporary solution to the Company’s massive liquidity problems which Defendants concealed from investors.

Late in 2000, ITG agreed with its lenders that in 2001, it would divest itself of “certain non-core assets and implement other measures in order to reduce debt and raise capital.” (SAC, ¶ 95.) Plaintiffs contend that as another example of the Company’s “general pattern of obfuscation,” this divestiture plan extended not only to passive assets such as real estate, but to businesses which had just been acquired in the preceding three or four years.

*555 Despite the ever-increasing liquidity crisis, ITG maintained a public relations campaign designed to reassure the investing public about the Company’s stability and bright future. At the same time, a number of allegedly deceptive accounting and managerial practices (discussed in more detail below) were implemented at the direction of Defendants DeLuca and Soose. By September 2001, the Company’s line of credit was almost depleted and it was having difficulty meeting its loan covenants. As a result, it was forced to renegotiate the terms of its loans.

On November 13, 2001, Defendant De-Luca announced his resignation as President and CEO; he was replaced by Mr. Harvey. According to Plaintiffs, Mr. Harvey had actually become Mr. DeLuca’s de facto superior at the May 2001 Board of Directors meeting when he was named vice chairman of ITG. Plaintiffs claim that Carlyle required Mr. DeLuca’s ouster “due to the [Company’s] severe financial situation.” (SAC, ¶¶ 86, 98.)

By December 7, 2001, even the questionable accounting practices instituted by Messrs. DeLuca and Soose were not sufficient to keep ITG afloat and it was forced to admit to its lenders that without an emergency loan of $35 million, it would be bankrupt by January 4, 2002. The lenders refused to advance more funds; Carlyle refused to invest additional monies. Although ITG immediately retained workout, and restructuring specialists, the Company acknowledged at a second meeting with the banks on December 18, 2001, that its liquidity and leverage problems prevented it from obtaining new contracts with its largest customer, the federal government. On December 27, 2001, the Company publicly announced to investors that a bankruptcy filing could be expected.

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Bluebook (online)
433 F. Supp. 2d 547, 2006 U.S. Dist. LEXIS 25621, 2006 WL 1157861, Counsel Stack Legal Research, https://law.counselstack.com/opinion/payne-v-deluca-pawd-2006.