Petedge, Inc. v. Garg

234 F. Supp. 3d 477, 2017 WL 564088, 2017 U.S. Dist. LEXIS 19450
CourtDistrict Court, S.D. New York
DecidedFebruary 10, 2017
Docket1:15-cv-9606-GHW
StatusPublished
Cited by52 cases

This text of 234 F. Supp. 3d 477 (Petedge, Inc. v. Garg) is published on Counsel Stack Legal Research, covering District Court, S.D. New York primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Petedge, Inc. v. Garg, 234 F. Supp. 3d 477, 2017 WL 564088, 2017 U.S. Dist. LEXIS 19450 (S.D.N.Y. 2017).

Opinion

MEMORANDUM OPINION AND ORDER

GREGORY H. WOODS, United States District Judge:

In 2012, Plaintiff PetEdge, Inc. (“Pe-tEdge”), a pet supply company, hired The Principal Consulting, Inc. (“TPC”) to implement a new software system that it had licensed from SAP America, Inc. According to PetEdge, TPC’s work on this project was a "train wreck,” resulting in millions of dollars of damages. TPC is not currently a party to this action. Instead, PetEdge and TPC have agreed to resolve their dispute in binding arbitration. In this action, PetEdge seeks to hold TPC’s CEO, Vijay Garg, liable for its injuries on theories of fraudulent inducement, negligent misrepresentation, and breach of fiduciary duty. Mr. Garg has moved to dismiss Pe-tEdge’s second amended complaint. Because the second amended complaint strains to impose liability for acts in which Mr. Garg played no personal role and to impose duties on Garg where none are to be found, the motion to dismiss is GRANTED, and PetEdge’s second amended complaint is DISMISSED in its entirety.

I. BACKGROUND1

A. The Facts Alleged

PetEdge is a “small family owned pet supply company.” .EOF No. 37, Second Am. Compl. (“SAC”) ¶ 1. In 2012, PetEdge embarked on a search for a new software system to replace its “aging and outdated legacy computer system.” SAC ¶5. After reviewing a number of competing products, PetEdge selected SAP America, Inc. (“SAP”) as its enterprise resource planning (“ERP”) software vendor. Id. As a general matter, ERP software “consists -of numerous ‘applications’ designed to perform a variety of tasks, including financial accounting, human resources, distribution planning functions, online store functions and billing functions.” SAC ¶ 5 n.l.

During its search for' hew software vendors, PetEdge also sought a consultant with “extensive experience and expertise in installing and Implementing SAP’s software for catalogue businesses like PetEdge’s.” Id. Included among the functionality set in the ERP software that PetEdge licensed from SAP were applications called Web ‘ Channel Experience Management (“WCEM”) and Customer Relationship ’ Management (“CRM”). SAC ¶ 5. According to the second amended complaint, “[i]t was important to PetEdge that any' consultant not only be knowledgeable about the scope and the deliverables required in an implementation of the SAP software generally but that the consultant had successfully implemented the SAP' CRM and WCEM functionality PetEdge was licensing from SAP.” Id. PetEdge eventually engaged TPC—of which Defendant Vijay Garg is co-founder and CEO—to fill this consultant role, SAC ¶¶3, 13. This' dispute arises out of TPC’s efforts to secure" this engagement, the negotiation of the contract and statement 'of 'work with Pe-tEdge, and TPC’s work'for PetEdge.

1. TPC’s Sales Pitch

Upon learning that PetEdge was seeking a third-party-consultant to install and [482]*482implement the SAP software, Garg “sent Brendon O’Malley and Mark Dooley to aggressively pitch TPC’s services to Pe-tEdge to induce PetEdge to purchase TPC’s software consulting services.” SAC ¶6. O’Malley and Dooley “conducted numerous site visits to learn about PetEdge’s needs and concerns and were aware of these needs and concerns.” Id. PetEdge alleges that it advised O’Malley and Dooley that it sought a consulting company that “had successfully implemented SAP’s software generally and SAP WCEM and CRM in particular” and that “understood PetEdge’s catalogue business model and the impact that unique business model would have on a software implementation.” SAC ¶ 7. PetEdge also informed them that it “had not been involved with an ERP implementation since 1997 and therefore had very limited experience with software implementations, lacked the knowledge or experience necessary to perform such a project by itself and would be relying on TPC’s expertise, experience, advice, and guidance on even the most basic software implementation issues.” Id. “Throughout the pre-contract sales-cycle, Messrs. Dooley and O’Malley responded by representing that they understood each of Pe-tEdge’s concerns and touted the suitability of TPC’s software consulting services for PetEdge’s needs.” Id.

PetEdge alleges that it made its specific business needs and requirements for the project clear during its pre-contract discussions with TPC and other potential vendors by providing a “Project Requirements” spreadsheet listing them in detail. SAC ¶ 12 & Ex. B-3. Examples of the requirements include: “Full integration of the CRM and WCEM functionality with the ERP system,” “Implementing to match code functionality that would enable Pe-tEdge to determine if a customer is new or duplicate,” “Implementing ‘bounce-back’ email tracking functionality,” and “Implementing credit card payment and ship-to functionality.” SAC ¶ 12.

According to the second amended complaint, Garg directed O’Malley and Dooley to “bill[ ] TPC as being a go-to SAP partner for SAP CRM, having team members with 10+ years experience in SAP CRM, and having successfully upgraded nearly every combination and permutation of SAP CRM.” SAC ¶ 8. ‘With Garg’s knowledge and at his direction,” PetEdge alleges, they “positioned TPC as a leading expert in CRM components, technology and integration, and as having extensive experience in implementing Web UI and integrating Web Services, e-Selling, and e-Service.” Id.

On August 30 and 31, 2012, O’Malley, Dooley, and other unspecified TPC employees met via telephone with Trish Keller, PetEdge’s Vice President of IT, and Mark Dow, PetEdge’s CFO, to discuss “the implementation of the SAP software, the scope of the SAP implementation project, the deliverables that TPC would provide, PetEdge’s catalogue business model and the impact that business model would have on the implementation.” SAC ¶ 9. Pe-tEdge alleges that this telephonic meeting was “part of Mr. Garg’s scheme to defraud PetEdge.” Id.

On October 3, 2012, O’Malley and Dooley traveled to PetEdge’s Massachusetts office to meet with Keller and Dow in person. SAC ¶ 10. PetEdge alleges that, during this meeting, and “[a]t Mr. Garg’s direction,” they made mispresentations with respect to TPC’s understanding of the SAP WCEM software PetEdge had licensed, TPC’s understanding of the cata-logue business model used by PetEdge, and the impact that business model would have on the deliverables, including modifications necessary to successfully implement the SAP software at PetEdge. Id.

[483]*483On October 4, 2012 and October 12, 2012, O’Malley and Dooley met with Keller and Dow again via telephone to “aggressively pitch TPC’s consulting services to PetEdge.” Id. PetEdge again alleges that they did so “at Mr. Gang’s direction.” Id.

“Mr. Garg’s representatives” also provided PetEdge with a budget for their services. According to the second amended complaint, however, PetEdge was unaware at the time that TPC’s budget “was a wild guess that had no relation to the unique requirements of the implementation, the scope of the implementation or the deliver-ables that would need to be provided to meet PetEdge’s business needs and requirements.” SAC ¶ 11.

2. Negotiation of the Statement of Work and Signing of the Master Service Agreement

Based upon the above representations— which PetEdge characterizes as misrepresentations—PetEdge began negotiating a contract with TPC. Id.

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Bluebook (online)
234 F. Supp. 3d 477, 2017 WL 564088, 2017 U.S. Dist. LEXIS 19450, Counsel Stack Legal Research, https://law.counselstack.com/opinion/petedge-inc-v-garg-nysd-2017.