Virgin Hotels San Francisco v. 250 Fourth Development CA1/3

CourtCalifornia Court of Appeal
DecidedSeptember 12, 2024
DocketA166855
StatusUnpublished

This text of Virgin Hotels San Francisco v. 250 Fourth Development CA1/3 (Virgin Hotels San Francisco v. 250 Fourth Development CA1/3) is published on Counsel Stack Legal Research, covering California Court of Appeal primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Virgin Hotels San Francisco v. 250 Fourth Development CA1/3, (Cal. Ct. App. 2024).

Opinion

Filed 9/12/24 Virgin Hotels San Francisco v. 250 Fourth Development CA1/3 NOT TO BE PUBLISHED IN OFFICIAL REPORTS California Rules of Court, rule 8.1115(a), prohibits courts and parties from citing or relying on opinions not certified for publication or ordered published, except as specified by rule 8.1115(b). This opinion has not been certified for publication or ordered published for purposes of rule 8.1115.

IN THE COURT OF APPEAL OF THE STATE OF CALIFORNIA

FIRST APPELLATE DISTRICT

DIVISION THREE

VIRGIN HOTELS SAN FRANCISCO, LLC, Plaintiff, Cross-defendant and A166855 Respondent, (City & County of San Francisco v. Super. Ct. No. CGC20584350) 250 FOURTH DEVELOPMENT, L.P., Defendant, Cross-complainant and Appellant.

In 2013, Virgin Hotels San Francisco, LLC (Virgin) and 250 Fourth Development, L.P. (Owner) entered into two agreements governing the construction and management of Owner’s hotel (Hotel) in downtown San Francisco. In April 2020, Owner terminated the relationship and litigation ensued. After a 13-day bench trial, the trial court found Owner breached the parties’ management agreement, and it denied Owner’s motion for a new trial. Owner appeals, and we affirm. BACKGROUND In 2010, Ganendra Singh — Owner’s principal shareholder — heard Richard Branson — the Virgin Group’s founder — say in a speech at a conference that he planned to open 20 hotels in the next two years. Singh and Raul Leal — Virgin’s CEO — discussed Virgin’s interest in managing the 1 Hotel. Leal told Singh that Virgin’s hotels would have cross-marketing opportunities with Virgin Airlines. Owner and Virgin negotiated two contracts over 10 months. The first, a “Technical Services and Pre-Opening Services Agreement” (TSA), governed their relationship before the Hotel opened. The second, a “Hotel Management Agreement” (HMA), governed day-to-day operations afterwards. The TSA entrusted Owner with the Hotel’s “design, development and construction” in “accordance” with Virgin’s brand standards, and it required Virgin to provide Owner with “Technical Services necessary or reasonably required” for Owner to meet the standards. Virgin also had to provide “Pre-Opening Services” — including staffing and marketing of the Hotel — starting nine months before opening. In the HMA, Virgin agreed to manage the Hotel for 20 years in exchange for a management fee. It had “discretion and control” of “all matters relating to the management, operation, supervision, and marketing of the Hotel and its employees,” and it promised to use “reasonable best efforts” to maximize profit subject to brand standards. The parties anticipated the Hotel entering “cross-marketing relationships with its Virgin- branded affiliates (e.g., Virgin America).” The HMA mandated waivers be “expressed in writing and signed” and that no waiver “be construed” as a future waiver. And it limited termination rights. Section 2.02 allowed Owner to terminate if Virgin failed to meet specified financial benchmarks but not until three years after opening. Sections 9.01 and 9.02 allowed either party to terminate if the other failed “to perform, keep or fulfill any of the other covenants, undertakings, obligations or conditions” in the HMA. To do so, a party had to serve a “written notice” identifying the failure and demanding its cure within 30 days. If uncured, the default became an “Event

2 of Default,” and the nondefaulting party could terminate in writing, taking effect 90 days later. Both agreements allowed Virgin to terminate if Owner did not open the Hotel by July 2016. Owner failed to meet the deadline and kept changing opening dates. Rather than terminate, Virgin extended the deadline four times in writing. Lacking a set opening date, Virgin could not market or staff the Hotel. Leal told Singh the changing dates meant the Hotel would open with very little business, affecting its ramp up, and Singh understood. In February 2019, Owner opened the Hotel, but it was chaos. There was “construction everywhere”; only 40 of 194 rooms were available; public areas didn’t have furniture; employee cafeteria and offices were incomplete; the rooftop bar was closed; and the restaurant was only partially open. Nonetheless, Virgin’s employees were there for weeks helping Owner. Several months later, the Hotel held its grand opening and business improved. Industry publications applauded it. Although Singh worried employees were unionizing, the Hotel “scal[ed] up nicely in the market,” “had room to grow,” and could “continue to be profitable.” Despite the rocky start, Virgin expected the Hotel to stabilize in its third year. But Singh terminated the HMA in April 2020. He called Leal, asked him to “ ‘take off your CEO hat,’ ” “ ‘be my friend,’ ” and “ ‘let us out.’ ” He said, “ ‘I’m not happy with the situation with the union. I don’t think we are going to make any money in this environment. No one knows what’s going on with COVID. And again, as a friend, I would like you to let me and my family out of this agreement.’ ” Singh said he’d hire a “well-heeled attorney” and e-mailed a termination letter. Virgin noted the HMA did not expire until 2039, and Owner never “alleged an Event of Default or other basis to terminate.” In response, Owner wrote Virgin “agreed in oral and written

3 communications that Owner had the right to terminate the HMA without incurring any termination fee,” which Virgin denied. In May 2020, Virgin filed a complaint seeking specific performance or expectancy damages. Owner denied Virgin’s allegations and filed a cross- complaint. Owner later filed an amended complaint alleging fraud, and breach of contract, fiduciary duty, and the covenant of good faith. Virgin denied the allegations and filed its own amended complaint, alleging Owner breached the HMA. Owner asserted 44 affirmative defenses — including fraud and waiver. In April and May 2022, the trial court held a 13-day bench trial, hearing expert testimony from both sides. In July, it issued its tentative decision, finding Owner’s termination breached the HMA’s exit terms while Virgin performed its material obligations. The court also concluded Owner didn’t prove its own claims and defenses, rejecting the testimony of its experts. As to fraud, the court found Virgin’s statements “regarding the success of the Virgin Hotels’ business, cross-marketing and the profitability of the Hotel were predictions and hoped-for outcomes,” and Owner provided “zero evidence that Virgin’s statements” were knowingly false or without reasonable grounds to believe true. The court also found no evidence of a relevant waiver, that Virgin adhered to its fiduciary duties, and Owner didn’t have a noncontractual termination right immunizing it from damages. Owner filed 43 objections. After a “fresh look,” the trial court reached the same conclusions but clarified it rejected Owner’s expert testimony as “divorced from the language of the relevant contracts.” The court awarded Virgin $9.7 million for the management fees it expected and denied Owner’s motion for a new trial. (Code Civ. Proc., § 657; hereafter, § 657.)

4 DISCUSSION Owner challenges various aspects of the trial court’s statement of decision and its denial of a new trial motion. We address the arguments in turn. I. First, Owner argues agency law affords it — as owner/principal — an unconditional power to terminate the HMA, and the contract’s exit terms cannot limit that power. Not so. A “ ‘ “principal has the power to revoke an agent’s authority at any time before the agent has completed performance.” ’ ” (Woolley v. Embassy Suites, Inc. (1991) 227 Cal.App.3d 1520, 1529 (Woolley), italics omitted.) The principal’s power to revoke “applies even if doing so is a violation of the contract,” and the court cannot compel a principal to remain in a contract through equitable relief. (Id. at p.

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Virgin Hotels San Francisco v. 250 Fourth Development CA1/3, Counsel Stack Legal Research, https://law.counselstack.com/opinion/virgin-hotels-san-francisco-v-250-fourth-development-ca13-calctapp-2024.