Rusty's Weigh Scales and Service, Inc. v. North Texas Scales, Inc.

CourtCourt of Appeals of Texas
DecidedApril 7, 2010
Docket08-08-00148-CV
StatusPublished

This text of Rusty's Weigh Scales and Service, Inc. v. North Texas Scales, Inc. (Rusty's Weigh Scales and Service, Inc. v. North Texas Scales, Inc.) 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
Rusty's Weigh Scales and Service, Inc. v. North Texas Scales, Inc., (Tex. Ct. App. 2010).

Opinion

COURT OF APPEALS EIGHTH DISTRICT OF TEXAS EL PASO, TEXAS

RUSTY’S WEIGH SCALES AND § SERVICE, INC., No. 08-08-00148-CV § Appellant, Appeal from the § v. 134th District Court § NORTH TEXAS SCALES, INC., of Dallas County, Texas § Appellee. (TC# 04-02539-G) §

OPINION

Appellant, Rusty’s Weigh Scales and Service, Inc. (“RW”), appeals the trial court’s judgment

in favor of North Texas Scales, Inc. (“NTS”). We affirm.

BACKGROUND

Both RW and NTS are corporations that sell, service, test, install, and calibrate industrial

weigh scales. RW’s business, which was incorporated in 1986, focused on the West Texas area

whereas NTS’s business focused on the North Texas area. In 2000, NTS purchased Driver Scale,

a smaller scale company that operated in West Texas, out of Lubbock.

Both companies sell, install, and service industrial weighing systems manufactured by GSE,

a multi-national company. Those systems, referred to as indicators and powerful microcomputers

at trial, are able to perform basic functions such as weighing, tracking, and printing. They also allow

the distributors to customize the systems by installing additional software programs customized to

a specific customer’s needs.

GSE aids distributors in customizing the systems to meet individual customer needs by

offering training, telephone support, and an on-line library of sample programs. However, some of the distributors, such as RW, develop and install their own software programs. Indeed, RW had a

special applications department devoted to researching and developing software programs tailored

to a specific customer’s needs. RW believed that those software programs were confidential and

secret information, and gave it an “edge” over its competitors. However, those programs were not

copyrighted or patented, and once they were sold to a specific customer, they had no value to

competing businesses.

The GSE systems were accessed by entering a default access code. The distributors have the

ability to change the code, but the industry custom was to leave the default access code so as not to

prevent technicians from performing necessary repairs or services on the systems. Although RW

initially adhered to the default code, it later started changing the codes. Indeed, RW, relying on

information it obtained from GSE that it could protect the secret nature of its software, changed the

codes when it sold the systems and when its employees left to prevent its competitors from servicing

or repairing the equipment. Nevertheless, each system could still be accessed by entering a GSE

backdoor code, regardless of any new pass codes entered by a distributor, which RW was unaware

of.

When RW sold the GSE indicators with its customized software, the sales contract appeared

to give the equipment and the software to the customer. The contracts did not restrict the customers’

access to or use of the systems sold, or the customer’s ability to modify or copy the software, nor did

they state that RW retained ownership of the software or restrict the customer’s use under an express

license. Further, RW did not contract with customers for exclusive service, repair, or maintenance

of the systems sold.

From 1993 until 1998, Shane Cole worked for RW, and for three of those years, Cole worked

in the special applications department. During that time, Cole never signed a non-compete or confidentiality agreement for RW, nor did he sign any other documents that would in any way limit

his rights or abilities to work for a competing business. While at RW, Cole learned how to install

the GSE systems, and after attending a GSE workshop, how to write software programs for the

systems. When Cole left, he did not take with him RW’s pass codes, software programs, or customer

lists.

Cole’s next job was with GSE where he trained and assisted distributors in the programming

capabilities of the indicators. During his tenure, Cole learned how to access secured systems with

a backdoor code. Later, Cole accepted a job with NTS, where he was employed from 1998 to 2003.

While working for NTS, some of RW’s customers asked Cole to service or repair their

systems. Those customers switched to NTS because they were upset with RW’s customer service.

To access those systems and thus bypass RW’s pass codes, Cole used the backdoor code.1 When he

finished servicing or repairing the systems, Cole reset the code back to the factory default code or

to one requested by the customer so that other technicians that needed to access the system could.

From 2000 through early 2003, RW experienced unexplainable problems accessing its sold

software programs. Presumably, RW’s pass codes were changed when NTS serviced the customer’s

equipment. When RW learned that GSE or other competitors could access the indicators with the

backdoor code, GSE offered to replace the indicators with new EPROM chips that would prevent

access by the backdoor code. However, RW would bear the cost of travel and labor in replacing the

systems. GSE then shipped 630 of the new EPROMs to RW. RW had sold approximately 980

systems that needed the new chips.

RW later sued SPX Corporation (GSE’s parent corporation), NTS, and Shane Cole for breach

1 NTS denied knowing that Cole used the backdoor code, and Rodney Owens, the owner of NTS, testified that he would fire an employee for using the backdoor access code. of contract, violation of the Texas Deceptive Trade Practices Act, theft of trade secrets, conversion,

negligence, and tortious interference with contracts. SPX and Cole settled, and RW dismissed its

claims against them. At trial, RW restricted its theories of liabilities against NTS to

misappropriation of trade secrets and tortious interference with contracts. Once RW filed its suit

against NTS, RW’s technical problems seemingly resolved and its revenues increased.

At trial, Joe Jackson, vice-president of sales for RW, testified to damages. According to

Jackson, RW had replaced approximately half of the 980 systems it sold with the new EPROM

chips, and would need to replace the other half. Jackson estimated the labor costs at $320 per system

and the travel costs to each site at $200. However, RW produced no invoices for those EPROMs

it had already replaced, nor any customer requests that the systems be replaced. Additionally,

Jackson noted that it was not traveling to each site to replace the systems unless RW needed to go

to the site for another reason. Further, Jackson failed to produce any documentation of those units

that remained to be repaired and how much each individual unit would cost to repair. Rather,

Jackson testified that the court would have “to rely just on [his] testimony.”

At the conclusion of the trial, the trial court rendered judgment for RW. However, NTS

moved to modify and vacate the judgment, and after a hearing, the trial court vacated the initial

judgment. After another hearing, the trial court rendered a final take-nothing judgment in favor of

NTS and issued findings of fact and conclusions of law.

DISCUSSION

On appeal, RW raises four issues, challenging the legal and factual sufficiency of the

evidence to support the trial court’s findings of fact on its misappropriation-of-trade-secrets claim.2

Specifically, RW challenges the trial court’s adverse findings on the four elements it was required

2 RW does not contest the trial court’s adverse ruling on its tortious-interference-with-a-contract claim.

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