Securities and Exchange Commission v. Hurgin

CourtDistrict Court, S.D. New York
DecidedSeptember 4, 2020
Docket1:19-cv-05705
StatusUnknown

This text of Securities and Exchange Commission v. Hurgin (Securities and Exchange Commission v. Hurgin) 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
Securities and Exchange Commission v. Hurgin, (S.D.N.Y. 2020).

Opinion

UNITED STATES DISTRICT COURT U DS OD CC U MSD EN NY T SOUTHERN DISTRICT OF NEW YORK ELECTRONICALLY FILED DOC #: DATE FILED: 9/4/20 20 SECURITIES AND EXCHANGE COMMISSION, Plaintiff, No. 19-cv-5705 (MKV) -v- OPINION AND ORDER ANATOLY HURGIN, ALEXANDER AUROVSKY, ABILITY COMPUTER & SOFTWARE INDUSTRIES LTD, and ABILITY INC., Defendants. MARY KAY VYSKOCIL, District Judge: The Securities and Exchange Commission brings this action against two Israeli citizens, Anatoly Hurgin and Alexander Aurovsky, and two entities, Ability Computer & Software Industries (“Ability”) and Ability, Inc. The Commission alleges that the defendants committed fraud and violated proxy solicitation rules in connection with a merger between Ability and Cambridge Capital Acquisition Corp., a publicly-traded U.S. company, that resulted in the formation of Ability, Inc., which is also a publicly-traded U.S. company. The entities have entered into consent decrees with the Commission. Aurovsky moves to dismiss the claims against him for lack of personal jurisdiction, under Rule 12(b)(2) of the Federal Rules of Civil Procedure, and for failure to state a claim, under Rule 12(b)(6). Hurgin moves to dismiss the claims against him under Rule 12(b)(6). For the reasons set forth below, the motions to dismiss are DENIED. I. BACKGROUND1 Ability Computer & Software Industries (“Ability”) was a business based in Tel Aviv, Israel that sold cell phone and satellite interception products. Cmpl. ¶ 23. Anatoly Hurgin and Alexander Aurovsky co-founded and co-owned the company. Id. Hurgin was the CEO, and

Aurovsky was the chief technology officer (“CTO”). Id.; see also id. ¶¶ 13, 14. Both Hurgin and Aurovsky live in Israel. Id. ¶¶ 13, 14. Neither holds any securities licenses or has ever been registered with the SEC in any capacity. Id. Cambridge Capital Acquisitions Corporation (“Cambridge”) was a publicly-traded U.S. company. Id. ¶¶ 15–16. It was a special purpose acquisition company, meaning it was formed to make money for its investors by acquiring or merging with some other, “target” company. Id. In December 2013, Cambridge conducted an initial public offering (“IPO”) that raised about $81 million, but it would have to return that money to its shareholders if it did not combine with a target company within 24 months. Id. ¶ 17–19. In December 2015, Cambridge merged with Ability. Id. ¶ 15. The resulting company is

Ability Inc. Id. It is a publicly-traded U.S. company. Id. ¶ 12. Hurgin is a “co-controlling shareholder, CEO, and chairman of the board” of Ability Inc. Id. ¶ 13. Aurovsky is a “co- controlling shareholder, CTO, and a board member” of Ability Inc. Id. ¶ 14. Cambridge identified Ability as a potential target company in or around June 2015. Id. ¶ 22. It was a small company with about twelve employees and a few contractors. Id. ¶ 25. In 2013, it made about $5.6 million in revenue. Id. In 2015, it made about $22.1 million. Id. In August 2015, “Hurgin created, or caused to be created, a financial forecast . . . that was sent to Cambridge” in connection with the potential merger. Id. ¶ 26. An Excel spreadsheet laid

1 The facts are taken from the Complaint [ECF #1 (“Cmpl.”)]. See Ashcroft v. Iqbal, 556 U.S. 662, 678 (2009) (“[F]or the purposes of a motion to dismiss we must take all of the factual allegations in the complaint as true.”). out the specific details. Id. The forecast predicted that the company would make up to $110 million in 2016. Id. ¶ 27. “There were two significant components of this forecast: (1) the ‘backlog’ . . . of customer orders Ability already had in place; and (2) the ‘pipeline’ . . . of the probable future orders.” Id.

The spreadsheet represented that the backlog of orders was worth $65.7 million. Id. ¶ 28. It contained a list of customer orders, and it “incorrectly represented that the backlog was backed by actual purchase orders from Ability’s customers.” Id. ¶ 29. A key component of the backlog was from a Latin American police agency, “Ability’s single largest customer.” Id. ¶ 30. The police agency accounted for a huge percentage of its revenues in past years. See id. “Of the $65.7 million in backlog revenue” in the spreadsheet “80% of it, or about $52 million, was from that police agency.” Id. ¶ 31. Cambridge hired two companies to evaluate the potential merger, Prometheus Financial Advisory Ltd. and Economics Partners, LLC. Id. ¶¶ 35–36. Both “received and relied on information provided by Ability and Hurgin, including the August 2015 spreadsheet” of backlog

and pipeline orders. Id. ¶ 37. Economics Partners, however, also conducted its own due diligence. Id. ¶¶ 37–39. It requested copies of the purchase orders supporting the backlog figure, and Ability acknowledged that it did not have signed purchase orders for about two-thirds of the backlog, “only verbal agreements with customers.” Id. ¶¶ 39–41.2 As a result, Economics Partners reported that the “high rate of projects with no [signed purchase orders] in the backlog could indicate a significant risk.” Id. ¶ 42. The Economics Partners report also highlighted the risk from the fact that “most” of the backlog was from one Latin American police

2 The CEO of Cambridge later asked Hurgin about the finding in the Economics Partners report that much of Ability’s backlog was not supported by purchase orders, and Hurgin confirmed that it “was not supported by actual purchase orders, but told Cambridge’s CEO that the backlog revenue numbers were still reliable because, for example, some customers had budgeted for the purchases or made partial payments on the orders.” Cmpl. ¶¶ 50–51. agency. Id. ¶ 43. Prometheus, on the other hand, did not conduct its own due diligence. It issued a report stating that the backlog was “comprised of signed purchase orders” and projecting that Ability would earn $108 million in 2016. Id. ¶¶ 46–47. In September 2015, Cambridge and Ability entered into a merger agreement, which both Hurgin and Aurovsky signed [ECF #48-1 (“Merger Agreement”) at 85, 86].3 “As the controlling

shareholders of Ability, each holding 50% of Ability’s shares, both Hurgin’s and Aurovsky’s consent to the merger was necessary.” Cmpl. ¶ 153. “Both Hurgin and Aurovsky consented to the merger.” Id. ¶ 154. “The next step was to solicit and obtain shareholder approval for the proposed merger.” Id. ¶ 55. Hurgin played the “central role,” id. ¶ 150, but Aurovsky “spoke with Hurgin on a daily basis and knew that Ability was negotiating an agreement to merge with Cambridge, and that Ability would become a public company, trading on a U.S. stock exchange,” id. ¶ 151. “Both Hurgin and Aurovsky permitted the used of their names to solicit proxies, consents, and authorization related to the proposed merger.” Id. ¶ 155. Specifically, each “signed a form on

November 17, 2015, attached as Exhibit 99.4 to Amendment No. 2 of the Form S-4 registration statement, consenting to the use of his name in the Proxy Statement as a person who would become a director of Ability Inc.” Id. ¶¶ 156, 157. The proxy solicitation materials described Hurgin and Aurovsky as “highly-talented . . . industry professionals” who would bring their skills and “wide network of contacts in the fields of security and intelligence” to the company after the merger. Id. ¶ 160. The Commission alleges that their “qualifications and continued

3 In his opening brief, Aurovsky asserted that he did not sign the Merger Agreement [ECF #46 (“Aurovsky Mem.”) at 12]. In its response [ECF #47 (“Opp. to Aurovsky”)], the Commission was adamant that Aurovsky “personally signed the merger agreement.” Opp. to Aurovsky at 12; see also, e.g., id. at 1, 2, 6 & n.2.

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