The decision of the Ontario Court of Appeal in GasTOPS Ltd. v. Forsyth, et al., released on March 1, 2012, is a useful reminder of the extent to which the court will express serious disapproval of breaches of fiduciary duty by departing employees.
This particular case involves facts which appear to reflect unusually egregious conduct.
GasTOPS Ltd. was in the business of developing computer software products that assessed machinery conditions for maintenance purposes for operators of gas turbine engines. It was an industry leader in the area. Its primary market was that of military aviation, particularly for the Canadian Armed Forces, but its business grew to include the commercial industrial market as well. Its industry was a highly specialized niche one with a small number of customers each generating substantial revenues. At the time of the events in question, it was pursuing an important opportunity with the US Navy.
If a former employer can demonstrate that it took a substantial period of time for it to get back on its feet, departing fiduciaries may well be held to account for their former employer’s lost profits for that entire period of time.
The four individual Defendants had been employees of GasTOPS for periods ranging from three to nine years as of October, 1996. They were effectively the designers of the core programs within the family of GasTOPS’ products. They knew of GasTOPS’ business opportunities, and they were completely familiar with its products. They were aware of GasTOPS’ strategic plan to acquire the US Navy as a customer as well as GasTOPS’ business plan generally. The trial judge found that they were privy to GasTOPS’ customers’ and potential customers’ requirements and had thorough knowledge of its sensitive technological information.
The trial judge found that about five months before resigning from GasTOPS, two of them had attended a seminar on starting a software company. In October, 1996, they gave two weeks’ notice of their resignation. The other two resigned three days later with the same length of notice. Within hours, they were meeting with GasTOPS’ employees and describing their plans to set up their own business focused on aviation maintenance software. Shortly afterwards, a number of other GasTOPS employees left to join them in their new company.
They set up a new company, MxI Technologies Ltd., and immediately pursued every existing and potential GasTOPS’ customer including the Canadian Armed Forces and the US Navy. Using the confidential business information obtained while at GasTOPS to develop their marketing strategy and their technology, they offered GasTOPS’ customers a virtually seamless transition to MxI and its products. They actually portrayed themselves as a “spin off” of GasTOPS and indicated that their product was the next iteration of the product that they had developed at GasTOPS. Continue reading