In re Source Enterprises, Inc., 2008 WL 850229 (Bkrtcy. S.D.N.Y. 2008)
Brief Summary A New York bankruptcy judge denied a law firm any compensation for its work because the firm had failed to disclose that it was a creditor and had breached ethical and professional obligations.
Complete Summary In September 2006 Source Enterprises (“Enterprises”) entered chapter 11 bankruptcy and retained law firm Windels Marx Lane & Mittendorf, LLP (“Windels”) as bankruptcy counsel. Earlier in 2006, when it had become clear that Enterprises was struggling, a preferred shareholder, Black Enterprise/Greenwich Street (“BEGS”), acting under Windels’ counsel, took control of Enterprises’ board and assumed financial responsibility for its operations. Windels’ relationship with BEGS also led to Windels’ retention as Enterprises’ bankruptcy counsel. Windels and BEGS had agreed to a flexible billing arrangement, and prior to bankruptcy, BEGS and some of Enterprises’ affiliates owed Windels money.
In Windels’ retention application filed with the bankruptcy court, Windels did not disclose its current relationship with BEGS, the close connection between BEGS and Enterprises or Windels’ status as a creditor to Enterprises.
In October 2006 a Committee of Unsecured Creditors (the “Committee”) moved the court to establish compensation for professional services. Windels did not discuss this motion with Enterprises and did not object to this motion. After the motion was granted, Windels relied on the court’s order to seek unpaid fees. When BEGS refused to pay, Windels withdrew. Windels then sought payment through the court through a fee application.
The court denied Windels any compensation because Windels had failed to disclose multiple conflicts of interest in violation of the bankruptcy code and had breached its ethical and professional obligations. The court interpreted 11 U.S.C. §§ 327(a) & 328(c) to allow the court to deny compensation when “the court subsequently learns that during the counsel’s employment he was not disinterested or held or represented an interest adverse to the estate . . . .” Id.
The court stated that the most egregious conflict was Windels’ simultaneous status as a creditor and bankruptcy counsel. Windels argued that it was not a creditor because it had waived Enterprises’ debt. The court discounted this argument because, although Windels did tell the Trustee that the debt had been written off, this was not reflected in Windels’ books, and Windels had not communicated this to Enterprises or BEGS. In fact, the court found evidence of Windels’ attempts to collect the debt even after withdrawing as counsel.
Windels was also a creditor of at least one of Enterprises’ close affiliates, Source Entertainment. Because Enterprises’ affiliates were also likely to file bankruptcy petitions, the court asserted that Windels should have disclosed this creditor status as well.
The court also noted that Windels had argued that the Debtor’s Original Plan — which did not provide recovery for unsecured creditors — was improperly influenced by BEGS. The court threw this argument back at Windels, noting that if Windels believed its client was being improperly influenced, Windels had a duty to at least inform the client before filing the plan. Windels similarly had a duty to discuss the Committee’s compensation motion with Enterprises, especially given that Windels, in the court’s view, represented Enterprises’ interests at the hearing on the motion.
Significance of Opinion On the facts as assumed, the full denial or disgorgement of fees should come as no surprise, particularly in a bankruptcy setting.
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Hinshaw & Culbertson LLP and The Hildebrandt Institute Present: The Final Virtual Seminar in a Three-Part Law Firm Risk Management Seminar Series
Impaired and Poorly Behaving Partners: Managing the Risks
July 16, 2008, Noon-1:30 pm EST
Speakers Thomas L. Browne, Lawyers for the Profession® Practice Group, Hinshaw & Culbertson LLP Tom H. Luetkemeyer, Lawyers for the Profession® Practice Group, Hinshaw & Culbertson LLP Dr. Larry R. Richard, Vice President and Head of the Leadership & Organization Development Practice Group, Hildebrandt International
Program Overview Dealing with “problem” partners has always been a challenge for law firm leaders. In recent years, however, it has also become a serious area of risk exposure as state bars, regulatory agencies, clients, and plaintiff’s lawyers have been increasingly willing to charge firms with accountability for the “lack of supervision” often evidenced in such behaviors. In this virtual seminar, you will hear three experts — two professional responsibility lawyers and one lawyer/psychologist — describe the nature of these risks and offer some practical advice on dealing with these problems.
Topics to Include
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Ways of identifying “problem” partners before the problems cause serious damage;
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Methods for dealing with impaired or poorly behaving partners that protect the interests of the partners and the firm;
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Circumstances in which “problem” partners must be reported to the local bar;
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Understanding the psychological issues that can give rise to problems and how to short-circuit them;
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Discussing “problem” partner issues with clients; and
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Managing the damage to the firm when and if problems become public.
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Law Firm General Counsel or Firm Counsel
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Risk Management Partner
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Chairs of Ethics and Conflicts Committees
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Managing Partners
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