Thomas E. Bittner, V. Symetra Life Insurance Company

CourtCourt of Appeals of Washington
DecidedOctober 28, 2024
Docket85708-8
StatusPublished

This text of Thomas E. Bittner, V. Symetra Life Insurance Company (Thomas E. Bittner, V. Symetra Life Insurance Company) is published on Counsel Stack Legal Research, covering Court of Appeals of Washington primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Thomas E. Bittner, V. Symetra Life Insurance Company, (Wash. Ct. App. 2024).

Opinion

IN THE COURT OF APPEALS OF THE STATE OF WASHINGTON

THOMAS E. BITTNER, No. 85708-8-1

Appellant, DIVISION ONE

v. PUBLISHED OPINION

SYMETRA NATIONAL LIFE INSURANCE COMPANY, and JEREMY FREESTONE, an individual,

Respondents.

FELDMAN, J. — Thomas Bittner sued his former employer, Symetra Life

Insurance Company (Symetra), and its Senior Vice President, Jeremy Freestone,

alleging several violations of the Washington Law Against Discrimination (WLAD),

including retaliation and disability discrimination, as well as various contractual and

wage claims. The trial court dismissed Bittner’s WLAD claims on summary

judgment, and a jury later returned a defense verdict on Bittner’s remaining claims

that proceeded to trial. Bittner appeals the trial court’s dismissal on summary

judgment of his WLAD claims, judgment on the jury verdict, and award of costs to

Symetra. We reverse the trial court’s dismissal of Bittner’s retaliation claims and

remand for further proceedings on those claims. We also vacate the trial court’s

cost award. In all other respects, we affirm. No. 85708-8-I

I

A. Factual background 1

In 2010, Symetra hired Bittner as a Regional Vice President (RVP) of Sales.

In this role, Bittner supervised a team of sales representatives who sold stop loss

insurance policies. From 2014 onward, Bittner’s sales team consistently exceeded

its annual sales quota. In 2015, Symetra promoted Bittner and expanded his sales

territory.

In October 2014, one of Bittner’s sales representatives, Deborah Rotz,

informed him that the company’s Vice President of Underwriting, David Manning,

had sexually harassed and verbally abused her. Bittner reported Manning’s

conduct to Symetra Human Resources (HR) and encouraged Rotz to do the same,

which she did. In response, an HR representative advised Rotz to “contact Dave

Manning or work it out herself,” and Manning, in turn, accused Rotz of acting

improperly during a sale. When Rotz told Bittner how Symetra had responded to

her complaint, Bitter told her, “[Y]ou need to get legal advice. This isn’t right.”

Symetra fired Rotz in February 2015, and she then sued Symetra alleging, among

other claims, that it unlawfully harassed and discriminated against her on the basis

of gender. Rotz and Symetra settled this lawsuit in 2016.

1 Because the principal issue in this appeal is whether the trial court erred in granting in part

Symetra’s motion for summary judgment, the facts herein are set forth in the light most favorable to Bittner, the non-moving party, based on the evidence submitted on summary judgment. See Blue Diamond Grp., Inc. v. KB Seattle 1, Inc., 163 Wn. App. 449, 453, 266 P.3d 881 (2011).

-2- No. 85708-8-I

A similar incident occurred with a Symetra Regional Sales Executive, Jane

Doe. 2 In 2014, Doe confided in Bittner that her manager, Chris Koettker, was

sexually harassing her. As he did with Rotz, Bittner reported the behavior to HR

and encouraged Doe to do the same, which she did. Symetra did not investigate

Doe’s complaints, and Symetra’s Executive Vice President, Michael Fry, told

Bittner to “take [his] nose out of other managers’ business and to mind the matters

in [his] own division.” When Doe expressed her frustration with Symetra’s failure

to respond meaningfully to her complaint, Bittner told her she should “seek legal

advice and find out what she can do.” Doe subsequently left Symetra and then

sent a demand letter to the company accusing it of subjecting her to sexual

harassment and discrimination. Symetra conducted an internal investigation of

Doe’s claims, resolved them via a settlement agreement with Doe, and fired

Koettker.

Bittner’s superiors disapproved of him telling other Symetra employees to

seek legal advice, and they told him so. In September 2017, a senior partner in

HR, Jeffrey Ward, e-mailed Fry:

I believe that [Doe] and Tom [Bittner] communicate with each other and we know that Tom has given some bad advice to employees in the past who are feel[ing] disgruntled with Symetra, e.g. you should seek legal advice.

My concern is that he will do the same with [Doe]. Should we be concerned about that? If so, would you like me to reach out to Tom? Would you prefer to offer that coaching to him?

2 “Jane Doe” is a pseudonym.

-3- No. 85708-8-I

In July 2018, after Symetra settled with Doe, Ward again e-mailed Fry suggesting

that he instruct Bittner in an upcoming meeting:

Stop: . . . [a]dvising employees to seek legal advice. You represent the company. It’s not your place to tell any Symetra employee to seek legal advice, e.g. D. Rotz.

Ward also recommended that Fry tell Bittner:

Start: . . . [u]nderstanding the significant difference between sympathy and empathy. . . . [Y]ou certainly shouldn’t advise [employees] to seek legal advice. . . . [U]nless they are your direct employee, you cannot advise them but rather guide them to working with their management team and/or aligned HR.

Following the meeting, Fry wrote a letter to Bittner that “outline[d] additional areas

that we discussed today where your performance as a sales leader in the Benefits

Division needs to improve.” Under a section entitled “Behavior That Must Stop

Immediately,” Fry listed,

1. Behaving impulsively and adding your commentary when it may not be warranted or advisable. Know when to listen and keep quiet. 2. Advising employees to seek legal advice.

According to Bittner, Fry made it clear to him that “if I did this again, I would be

fired.” Bittner also recalls that his direct supervisor, Tom Costello, “told me pretty

much I was going to get fired if I did it again.”

The day after Fry’s July 2018 meeting with Bittner, Costello began

documenting a list of performance issues with Bittner that would later “factor[] into”

Symetra’s decision to terminate him. Bittner soon began noticing “intense scrutiny

over just everything I did.” Bittner recalled that “I couldn’t be doing enough. . . .

[O]nce I hit goals they wanted me to hit, they asked me to do something different.”

-4- No. 85708-8-I

In February 2019, Bittner’s new skip-level manager, Freestone, put Bittner on a

60-day performance improvement plan (PIP) and told him that his “position is in

jeopardy” if he did not meet certain expectations relating to managing his sales

team, monitoring his sales metrics, and building his professional relationships.

Around this same time, Bittner’s managers were pressuring him to fire the

oldest member of his sales team, Chuck Jaggers. Freestone told Bittner that the

company “wanted to get younger members on the team in order to get more

production out of the market.” In early October 2019, Freestone and Costello

instructed Bittner to put Jaggers on a PIP and urge Jaggers to retire. Symetra

executives also moved a younger employee from Costello’s team to Bittner’s team

and shifted customers away from Jaggers and to the younger employee. In

response, Bittner e-mailed Costello, “Not . . . sure what I am to do further with my

oldest rep who has hit his goals? . . . I will put him on notice if that is what you

want. I just don’t think it is right and would need to navigate properly to avoid any

view of discrimination against myself or Chuck.” Bittner told Jaggers privately that

he opposed Symetra’s efforts to “manag[e] him out” and that Jaggers should seek

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