Shaw v. Gee

2018 NCBC 108
CourtNorth Carolina Business Court
DecidedOctober 19, 2018
Docket16-CVS-3878
StatusPublished

This text of 2018 NCBC 108 (Shaw v. Gee) is published on Counsel Stack Legal Research, covering North Carolina Business Court primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Shaw v. Gee, 2018 NCBC 108 (N.C. Super. Ct. 2018).

Opinion

Shaw v. Gee, 2018 NCBC 108.

STATE OF NORTH CAROLINA IN THE GENERAL COURT OF JUSTICE SUPERIOR COURT DIVISION MECKLENBURG COUNTY 16 CVS 3878

JAMES S. SHAW in the right of GVEST PARTNERS, LLC, a North Carolina Limited Liability Company,

Plaintiff, ORDER AND OPINION ON PLAINTIFF’S POST-TRIAL MOTION v.

RAYMOND M. GEE,

Defendant.

1. Plaintiff James Shaw and Defendant Raymond Gee are former business

partners—the co-members and co-managers of Gvest Partners, LLC (“Gvest”). In this

derivative action, Shaw contends that Gee usurped a business opportunity belonging

to Gvest, thereby breaching his fiduciary duty. After a seven-day trial, the jury found

that Gee did so but that the doctrine of unclean hands barred Shaw’s claim. Following

the entry of final judgment, Shaw moved for judgment notwithstanding the verdict

(“JNOV”) or, alternatively, for a new trial. For the reasons set forth below, the Court

DENIES the motion.

Robinson, Bradshaw & Hinson, P.A., by Julian H. Wright, Jr. and Stuart L. Pratt, for Plaintiff James S. Shaw.

Baucom, Claytor, Benton, Morgan & Wood, P.A., by Rex C. Morgan, for Defendant Raymond M. Gee.

Conrad, Judge. I. BACKGROUND

2. A previous opinion describes Shaw’s allegations and claims for relief. See

Shaw v. Gee, 2016 NCBC LEXIS 103 (N.C. Super. Ct. Dec. 21, 2016). Here, the Court

summarizes the trial testimony and other evidence, along with a brief description of

the procedural posture.

A. Evidence at Trial

3. Shaw and Gee met as students at the University of Oklahoma but lost touch

after graduation. Many years later, they reconnected and decided to do business

together. Among other ventures, they formed Gvest in 2011 to buy, develop, and sell

real estate. Shaw provided most of the capital for Gvest’s investments, and Gee found

and evaluated potential deals. On occasion, Shaw also lent Gee the money necessary

to make his share of capital contributions to Gvest. As equal co-members and

co-managers, though, neither had sole control of the entity. (See Shaw Tr. Ex. 1 § 4.3,

Ex. 2.)

4. This case concerns Gvest’s interest in developing roughly 700 acres of land—

referred to as either Sherrills Ford or Key Harbor—along the northwest shore of Lake

Norman in Catawba County. In August 2013, Gvest signed an agreement to purchase

the 700 acres for $6.5 million. (Shaw Tr. Ex. 3.) Gvest’s plan was to develop the

property with investments from Shaw and Tyson Rhame, one of Shaw’s business

associates. Shaw, Gee, and several Gvest employees conducted due diligence for

roughly six months, at a cost of $243,000. These “hard costs” covered expenses for

attorneys, land planners, civil engineers, and environmental studies but excluded any amounts for Gvest’s time and effort. Shaw and Gee each made loans to Gvest to cover

the due-diligence costs.

5. During this period, the relationship between Shaw and Gee grew tense.

Shaw accused Gee of absenteeism; Gee believed Shaw was exerting his economic

leverage more as an adversary than as a co-manager. By early 2014, this personal

friction had paved the way for a serious business quarrel. Shaw expressed his fear

that Gvest’s developer, John Bell, would leave the company over difficulties in

working with Gee. (Gee Tr. Ex. 37 at 1.) Shaw also believed Gee had agreed to reduce

his equity in one of their projects (known as Yards at NoDa) and that this equity

would be offered to Bell as an incentive to stay. (Shaw Tr. Ex. 14 at 5.) But Gee

denied any such agreement and refused to cede his equity to Bell. (Shaw Tr. Ex. 14

at 3.) In a heated e-mail exchange on March 10, 2014, Shaw demanded to be

“immediately reimbursed” for the loans he had made to Gee. (Shaw Tr. Ex. 14 at 2.)

He also told Gee that he was “over with this relationship” and “through” with Gee.

(Gee Tr. Ex. 37 at 1.)

6. That same day, Shaw directed Gvest’s Chief Financial Officer, Kevin

Frericks, to instruct Gee to terminate the Sherrills Ford contract. (Gee Tr. Ex. 37 at

2.) Shaw testified that he made this decision because the economics of the deal were

unfavorable. Gee, on the other hand, testified that Shaw’s decision was personally

motivated and that Frericks’s instruction put him in a bind, jeopardizing Gvest’s

ability to recover the $243,000 in hard costs it had incurred. Gee sought new

investors to take over the contract, eventually arranging for it to be assigned to an entity owned by Rhame. As a result, Shaw recovered his $1.5 million investment,

and Gvest was reimbursed for its hard costs. (See Shaw Tr. Ex. 3.)

7. The decision to pull out of the Sherrills Ford deal and transfer it to Rhame

also led to another dispute—whether Gvest should accept a fee, which Rhame was

willing to pay, for its time and effort on the transaction. Gee favored doing so, but

Shaw refused. Shaw’s reason, Gee testified, was that he had an existing business

relationship with Rhame and hoped to do more deals with Rhame in the future.

Frericks also testified that, generally, Shaw did not want to charge Rhame fees.

According to Gee, he had no option but to go along with Shaw’s decision.

8. Gee conveyed all of this to Rhame, grumbling about how hard he had worked

on the deal only to receive nothing in return. Rhame responded that Shaw’s decision

was unfair and that he would “take care of” Gee. Over the next few weeks, Rhame

asked Gee several times what the normal compensation would be for the type of work

he had done on the Sherrills Ford transaction. Gee demurred at first but eventually

said $300,000.

9. On March 20, 2014, Rhame closed the Sherrills Ford transaction. The

following day, Shaw asked to see the closing statement to ensure no fees other than

the $243,000 for due diligence costs were being paid to Gvest. The closing statement

reflected no payment for Gvest’s time and effort.

10. A few weeks passed. During this time, Gee and his associate, Adam Martin,

began working more closely with Rhame. They assisted with several projects,

including the potential acquisition of a telecommunications company, referred to as the BCM/Setel deal. After performing roughly seventy hours of consulting work, Gee

and Martin advised against making the deal, and Rhame agreed. Gee and Martin

also continued to assist Rhame with Sherrills Ford after he closed on the property,

working with Catawba County officials on various matters and evaluating a possible

conservation easement.

11. On April 10, 2014, Gee and Martin visited Rhame at his home, and Rhame

wrote one check to Gee for $200,000 (made out to Gee Real Estate, LLC) and another

check to Martin for $100,000 (made out to NAV Real Estate, LLC). (Shaw Tr. Exs.

34, 35.) The purpose of the checks was vigorously disputed at trial. Gee and Martin

each testified that the payments were solely for their work on the BCM/Setel deal.

They highlighted the checks’ memo lines, which read “BCM ACQUISITION

CONSULTING FEE.” (Shaw Tr. Exs. 34, 35.) Shaw, on the other hand, alleged that

the combined $300,000 was, in fact, a payment for Gvest’s work on the Sherrills Ford

deal—a payment that should have been disclosed and made to Gvest. Shaw pointed

to Rhame’s testimony that the checks were intended for work on the Sherrills Ford

deal and also to a series of e-mails between Gee and Martin, in which each appears

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