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Women Leading the Way on Long Island: Having It All, in Your Own Way

Posted: January 27th, 2017

In the decades since Cosmopolitan editor Helen Gurley Brown’s famous book Having It All was published in 1982, the title has transformed from words of encouragement to a hated cliché – an elusive and even judgmental standard that pressures some women to ask themselves why their nonstop balancing act between the competing demands of work and family isn’t as effortless as in the movies.

The message from Christine Malafi, Partner at Campolo, Middleton & McCormick, LLP, is therefore an important one: “You can’t ‘have it all’ the way the media portrays, but you can do it in your own way.”

Malafi spoke at HIA-LI’s sixth annual women’s leadership breakfast, “Women Leading the Way: A Discussion with Women CEOs” on December 2, 2016, where she was joined by Dr. Christine Riordan, President of Adelphi University; Neela Mukherjee Lockel, CEO of American Red Cross on Long Island; Judith Heller, Assistant Vice President of Physician Recruitment at Northwell Health; and Karen Davis-Farage, Co-Owner and President of Pole Position Raceway.  Domenique Camacho-Moran, Partner at Farrell Fritz, moderated the dynamic panel, drawing in the crowd as she weaved throughout the packed room of 200 attendees.  Senator Kirsten Gillibrand, who was instrumental in creating the event in 2010, addressed the room via video message on the topic of women’s leadership.

Camacho-Moran reminded the crowd that although women have long played a significant role in the economy, they still are not proportionally represented in leadership roles and professional positions, and continue to earn less than men.  The women on the panel “defied the odds” as they embarked on their unique career paths.

Like Malafi, Dr. Riordan acknowledged that success is not one-size-fits-all: “Success comes in many forms.  It’s not our job to judge others.”  The first woman to serve as Adelphi’s president, she encouraged attendees to take risks in their careers and try things that frighten them.  In the workplace, women shouldn’t shy away from expressing what they need to succeed.

Davis-Farage observed that many successful women “don’t always realize our accomplishments when they are happening.”  Recalling a difficult period in 2009 when the recession abruptly ended her 32-year career in the software industry, Davis-Farage shared that she needed to take time to mourn the loss.  But she emerged from the experience with a fresh perspective and the desire to apply her skillset to a new industry.  Davis-Farage is now an owner of the first Pole Position Raceway indoor electric go-karting facilities on the East Coast.

Surrounding herself with a support system got her through the most difficult times.  “Everyone has angels and coaches, and they don’t always come from where you expect.”

Heller emphasized the importance of preparation and initiative.  Her career took her through public policy positions to hospital administration and eventually to Northwell.  Throughout her career, “whenever I saw a gap or a need, I took it upon myself to fill it.”  She stressed the need to “do your homework.  Before a meeting, make sure you know your info cold and that you know what others are thinking.”  This drive has not only advanced her career, but also created a role model for her two young daughters: “They think I can do anything.”

Lockel’s career path has focused on humanitarian work: the New Jersey native studied social work and eventually came to Long Island where she joined Girls Inc., a new organization at the time that she helped build before moving to her current role at the American Red Cross.  Lockel noted that “as women, we feel compelled to fulfill certain roles.”  Her advice, especially to young women starting their careers, is “to find someone who believes in you and will give you feedback.”  Her mother taught her from an early age that “there was nothing I couldn’t do.  Women need to support other women.”

Malafi also drew strength from her parents, who told her and her two sisters that “girls can do anything.”  Malafi’s legal career has spanned a variety of roles and sectors: in 2004, she was appointed Suffolk County Attorney, the first woman and youngest person ever appointed to the position.  The trial lawyer then made the unusual transition to senior corporate counsel to a major manufacturing company before joining Campolo, Middleton & McCormick as chair of the Corporate department.  “People said no one switches from being a trial lawyer to a transactional attorney, but I was going to do it.  I worked 24 hours a day on learning how to make it happen.”  Her message is that you don’t look at the risk; you look at the end game, “then figure out how to get there.”

The panel’s candid advice made an impression on the attendees.  Randi Busse, President of Workforce Development Group, shared: “I thought it was important that all of the panelists spoke about the need to surround yourself with a good support network, and that it’s okay to ask for and receive help.”

Devon Palma, an attorney who attended the event with her father, said that “the panel gave me a roadmap to follow as I begin to build my own network and seek out mentors.”

Her father, Frank Palma, Smithtown Distribution Center Manager at Coca-Cola Refreshments, added: “Listening to these extremely successful professional women tell the stories of their journey in the workplace as women, while sitting at a table next to my own daughter who is beginning her career as an attorney, was a unique and eye-opening experience.  I take pride in noting that Coca-Cola is ahead of the curve on the issues we heard from the panel, on everything from ‘Mommy Rooms’ to parental leave.  I’m confident that the business leaders who attended this panel learned a great deal about how to attract and retain talent in their own organizations.”

As the event drew to a close, Malafi noted that the panel’s advice and experiences can apply to anyone passionate about their career, not only women.  “I hope that in ten years, we don’t have a need for this type of event.”

Lauren Kanter-Lawrence

Lauren Kanter-Lawrence, Esq. is the Director of Communications at Campolo, Middleton & McCormick, LLP, a premier law firm with offices in Ronkonkoma and Bridgehampton, where she implements all aspects of the firm’s communications strategy and business development initiatives.  

UCP of Long Island Welcomes Campolo to Board of Directors

Posted: January 17th, 2017

Campolo, Middleton & McCormick, LLP, Suffolk County’s premier law firm, is pleased to announce the appointment of Joseph N. Campolo to the Board of Directors of United Cerebral Palsy (UCP) of Long Island, the region’s leading organization dedicated to advancing the independence, productivity, and full citizenship of individuals with cerebral palsy and other disabilities.

UCP of Long Island has served the community for over six decades, creating opportunities and helping to fulfill the dreams of thousands of individuals and families.  Fewer than 40 percent of the individuals served by UCP of Long Island have cerebral palsy; the organization’s programs and services meet the needs of children and adults of all ages with a wide range of disabilities.

“Joe has been a friend and supporter of UCP of Long Island since 2012 and we were thrilled to honor him at our 2016 Golf Classic,” said Stephen H. Friedman, President and CEO of UCP of Long Island. “He brings a wealth of experience and will be a tremendous asset in helping us further our mission to create life without limits for the individuals we serve.”

Voted Best Lawyer on Long Island by the business community, Campolo serves as the Managing Partner of CMM.  Under his leadership, the firm has grown from two lawyers to a robust and highly respected team of over 30 lawyers servicing clients in a wide range of legal practice areas.  Headquartered in Ronkonkoma, the firm also serves the East End from its Bridgehampton office, and continues to grow.

Campolo dedicates his time to a variety of philanthropic causes, including the Tourette Association of America, the American Red Cross on Long Island, the Hauppauge Industrial Association of Long Island (HIA-LI), and the Long Island High Technology Incubator.  An avid supporter of the arts, Campolo also serves on the advisory board of the Staller Center for the Arts at Stony Brook University.  He is also a member of the Energeia Partnership, Class of 2016.  Prior to starting the firm, Campolo served honorably in the United States Marine Corps.

About UCP of Long Island
The mission of UCP of Long Island is to advance the independence, productivity, and full citizenship of persons with cerebral palsy and other disabilities. UCP of Long Island is committed to creating life without limits for people with disabilities.  Learn more at http://ucp-suffolk.org/.

CMM Closes Multimillion Dollar Financing Transaction for Major Construction & Architectural Hardware Distributor

Posted: January 17th, 2017

Campolo, Middleton & McCormick, LLP announced that it has closed a multimillion-dollar construction financing transaction and working capital line of credit between its client, a major construction and architectural hardware distributor, and the client’s lender, a large institution in the secondary lending market.  The transaction moved swiftly from the execution of a letter of intent in the fall of 2016 through due diligence and to closing just before the new year.  In addition to the usual financing documents for such transactions, the deal was complicated by the transfer of mortgages on several separate parcels of real estate that secure the new loan and the removal of security interests held by a prior lender.  Other complicating factors included negotiating loan capacity for retainage and materials delivered but not installed.  The terms of the transaction were not disclosed publicly.

Headed by Joe Campolo, attorney Don Rassiger assisted to close the deal at a breakneck pace.  The client shared that “Don was great.  He understands the construction supply business and was very available.  We could not have gotten it across the finish line without him.”

Unlike those at other Long Island firms, CMM’s Construction attorneys possess firsthand knowledge of the construction client’s perspective, having worked in the industry themselves.  CMM’s Construction practice group is comprised of seasoned professionals who understand the challenges faced by the players on all sides of the construction table and are well-equipped to assist clients in achieving successful outcomes in a cost-effective and timely manner.  CMM works with clients to navigate through the obstacles and challenges that they face throughout the lifecycle of each construction project, offering guidance on planning and development, financing, bid processes and procedures, contract drafting and negotiation, claims and insurance matters, surety/bonding issues, environmental issues, labor relations, risk management and mitigation, change orders and delay/impact claims, and litigation.

Middleton Named to Judicial Screening Committee of Suffolk County Bar Association

Posted: January 3rd, 2017

Campolo, Middleton & McCormick, LLP, Suffolk County’s premier law firm, is pleased to announce that founding partner and trial attorney Scott D. Middleton, Esq. has been appointed to the Judicial Screening Committee of the Suffolk County Bar Association.  The Committee is tasked with investigating the background, experience, and other qualifications of candidates seeking to run for judicial office in Suffolk County to ensure that potential nominees are qualified to serve on the bench.

 Middleton chairs the Municipal Liability and Personal Injury groups at CMM.  He handles all types of litigation, representing individuals and defending large and small businesses and municipalities in a wide array of matters including transportation, personal injury, premises liability, labor law (construction accidents and employment issues), civil rights, wrongful death, road design, and general litigation.

A graduate of Stony Brook University and Brooklyn Law School, Middleton serves on the Stony Brook University Intercollegiate Athletic Board and the Brookhaven Industrial Development Agency (IDA).  Middleton also holds an AV-Preeminent rating from Martindale-Hubbell, the highest possible rating from the most recognized and trusted legal directory and resource for nearly 150 years, which recognizes attorneys for both ethical standards and legal ability.  He has also served his community through roles as Mayor, Justice, Attorney and Prosecutor for the Village of Lake Grove.

About CMM
Located in both the heart of Long Island and on the East End, Campolo, Middleton & McCormick, LLP is Suffolk County’s premier law firm. Over the past generation, CMM attorneys have played a central role in the most critical legal issues and transactions affecting Long Island. The firm has earned the prestigious HIA-LI Business Achievement Award and LIBN Corporate Citizenship Award, a spot on the U.S. News & World Report list of Best Law Firms, and the coveted title of Best Law Firm on Long Island. Learn more at www.cmmllp.com.

About the Suffolk County Bar Association
The Suffolk County Bar Association is a private organization representing the lawyers of Suffolk County and is one of the largest voluntary bar associations in New York State.  For over a century, the SCBA has assisted the community through charitable services, pro bono representation, scholarship programs, and legal education.  Learn more at www.scba.org.

Roadmap to a Valuable Teaming Agreement

Posted: December 20th, 2016

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Recently, a client inquired about forming a joint venture with another company to bid on government solicitations.  While joint ventures are one vehicle, there is another option that is often less expensive and less risky: a teaming arrangement, which is memorialized in a Teaming Agreement.

Generally, teaming arrangements are organized so that one company is the prime contractor and one or more other companies are subcontractors.  The prime contractor generally interfaces with the government.  The prime contractor agrees in the Teaming Agreement that if awarded the government contract, it will use the subcontractor’s goods or services.  Conversely, the subcontractor agrees that it will provide the goods and services at the cost proposed in the bid.

When entering into a teaming arrangement, it is vital that the Teaming Agreement cover important aspects of the parties’ relationship. Here, a look at some of the most critical:

Purpose. Generally, a teaming arrangement should be limited to a specific government solicitation and the Teaming Agreement should expressly address that the parties are “teaming” for that limited purpose.

Responsibilities. The Agreement should address the division of responsibilities between the parties in the preparation of the bid. Generally, the parties are responsible for their own costs, but nonetheless this should be addressed in the Teaming Agreement. The obligations of the parties should not be assignable as the companies are teaming because of the specific goods and services that each company provides.

Defining the relationship. The Teaming Agreement should clarify that the parties are independent contractors and their relationship should not be construed to be a joint venture, partnership, or any other affiliation. Likewise, the teaming relationship should be exclusive for the particular solicitation. Neither party should have the right to participate in another “team” or independently bid on the solicitation during the term of the Teaming Agreement or after its termination.

Termination. The Agreement should define the situations in which the Teaming Agreement will terminate, such as if the contract is awarded to the team, if the contract is awarded to another contractor, the government’s cancellation of the solicitation, or if the government determines that one of the parties is ineligible.

Limitation of liability and indemnification. The Teaming Agreement should contain indemnification for personal injury and damage to property as well as infringement of third-party intellectual property rights.  Additionally, claims of lost revenues, lost profits, and other indirect damages may be excluded by a limitation of liability clause.  However, in the event that a prime contractor does not award the subcontract, the subcontractor should be protected by adding that failure to award the subcontract would be an exception to the limitation of liability for lost profits.

Subcontract negotiations. The Teaming Agreement may also address the subcontract negotiations, including the amount of time the parties have to execute the subcontract.

Dispute resolution. Dispute resolution procedures should be addressed in detail, including whether the parties will mediate, arbitrate, or be subject to the jurisdiction of a particular court.

Confidentiality. Of particular importance is the protection of confidential and proprietary information. When teaming, the parties may share sensitive information regarding their pricing structure, goods, and services.  The Teaming Agreement may contain a mutual confidentiality provision or the parties may enter into a separate Confidentiality and Non-Disclosure Agreement, in which case those confidentiality obligations should be referenced in the Teaming Agreement.

Intellectual property. The Teaming Agreement should address inventions, discoveries, and improvements conceived during the term of the teaming relationship. Typically, if inventions are developed by one party, that party will retain the rights to the invention; if developed jointly, the parties will have joint ownership.

Access to premises. If either party will be performing work at the other party’s premises during the teaming arrangement, the Teaming Agreement should set forth the specific rules governing that party’s access to the premises, and also provide for indemnification for personal injury or property loss.

Poorly drafted Teaming Agreements often are scrutinized in court for enforce-ability.  As with all contracts, agreements to agree in the future are generally unenforceable.  Therefore, the provisions of the Teaming Agreement cannot be vague or indefinite. The topic of enforce-ability of Teaming Agreements deserves its own separate treatment and will be discussed in a future article.

If you have any questions regarding a teaming arrangement or Teaming Agreements, please contact us.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

Commercial Tenant “had a meaningful choice to walk away”: Court Rejects Unconscionability Arguments Regarding Late Charges and Electricity Charges

Posted: December 20th, 2016

Published In: The Suffolk Lawyer

By Patrick McCormick

In 2010, the First Department, in dismissing a claim by commercial tenants that electric charges were unconscionable,  held that the plaintiffs had failed to establish “a lack of meaningful choice, and noted that the commercial tenants were free to not rent from the defendant and go elsewhere.”[i]

Thus, when I represented a commercial landlord in a non-payment proceeding against a law firm tenant earlier this year, it was unclear where a court within the Second Department – in this case, the First District Court in Nassau County – would fall on the issues of a five percent late charge and electric charges to which the tenant objected.[ii]  The landlord’s rent demand sought $2,531.70 including a five percent late charge plus electric charges of $993.52, as well as taxes and attorneys’ fees for an unrelated proceeding.

Turning first to the late charge, the tenant argued that the charge was “illegal” in that it was usurious and “does not in any way even remotely apply to damages actually sustained and is an unconscionable penalty.”  In response, we argued on behalf of the landlord that the late fees were not usurious, as the fees existed in connection with a commercial lease, not a loan or forbearance, nor were they unconscionable, as they were negotiated by sophisticated business people specifically for a commercial lease.

Regarding the electric charges, the tenant argued that because it occupied only a small part of the commercial premises, the sum of $993.52, which was a fixed amount set forth in the lease, was “disproportionate” to their actual electricity consumption.  The parties disagreed over whether the landlord was obligated to furnish an accounting of the actual electric usage and bills; the landlord pointed out that the tenant had paid the monthly electric charge – which the landlord did not dispute was not based on actual usage – for over a decade.

The tenant commenced an action in Nassau County Supreme Court seeking reimbursement of the “excess” electricity payments and a return of funds withheld from a security deposit as determined by a prior summary proceeding in District Court.  The tenant argued that the Supreme Court had jurisdiction over the entire dispute (even that piece pending in District Court) as the tenant was seeking a declaratory judgment and equitable relief, for which the District Court lacks jurisdiction.  Upon Landlord’s motion, the Supreme Court dismissed the Complaint.  The Supreme Court found that “[t]o the extent plaintiff claims that the electric charge is exorbitant, it is what he agreed to, and nothing more…The fact that a landlord may make a profit on the payments for electricity, is no defense to a tenant.”[iii]  The Court reached a similar conclusion regarding the late fee, noting that “[a]side from the fact that it constitutes a negotiated provision of a commercial lease between sophisticated parties, there [is] nothing exorbitant about such a provision calling for a 5% late fee.”[iv]

Ultimately, the District Court disagreed with the jurisdictional issue: “[T]his court can determine all issues in an expeditious manner,” wrote Judge Fairgrieve.  “The purpose of summary proceedings is to quickly resolve cases.”  The District Court then granted summary judgment to our client.

Citing the First Department’s Accurate Copy, the Court noted that a sophisticated party such as the law firm tenant in this case “had a meaningful choice to walk away and rent elsewhere.”  Accurate Copy had rejected an unconscionability claim on the grounds of the plaintiffs’ failure to allege and prove a lack of meaningful choice, as well as claims that electric charges were illegal on the basis that the plaintiffs did not allege failure by the landlord to enforce a lease’s electric charge provisions in conformance with their terms.  The Accurate Copy court declined to upset the commercial leases at issue in that case for the “purpose of alleviating a hard or oppressive bargain.”  Looking to this First Department case, this District Court within the Second Department agreed.

[i] Accurate Copy Service of America, Inc. v. Fisk Bldg., 72 A.D.3d 456, 899 N.Y.S.2d 157 (1st Dep’t 2010) (quotation from Old Country Road Realty, LP v. Zisholtz & Zisholtz, LLP, 53 Misc.3d 1203(A), 2016 WL 5396005).

[ii] Zisholtz, supra. 

[iii] Zisholtz & Zisholtz, LLP, v. Old Country Road Realty, L.P., Nassau County Index No. 602616-16 (Murphy, J.), entered September 13, 2016.

[iv] Id. 

Shifting the Costs of Discovery

Posted: December 20th, 2016

Published In: The Suffolk Lawyer

 

 

Clients embroiled in litigation are often very concerned with the overwhelming costs of discovery, especially when document production can involve sorting through thousands upon thousands of emails and other electronically stored documents to respond to the opposing party’s requests.  Generally speaking, litigants are responsible for their own discovery costs in litigation.  However, certain circumstances call for the shifting of those costs.  A recent decision out of the Commercial Division in Monroe County discussed the various factors courts will evaluate in determining whether to shift discovery costs to the party requesting the discovery.

Wade v. McConville, 53 Misc.3d 1216(A) (Sup. Monroe 2016) (J. Rosenbaum) dealt with legal malpractice claims in connection with Defendants’ representation of Plaintiff regarding a commercial transaction.  After the case was commenced, the parties exchanged significant discovery, including electronically stored information (“ESI”).  In connection with their production, Defendants produced their complete file regarding their representation of Plaintiff.  Following that production, Plaintiff requested that Defendants produce their “Case Management System Entries” as well as other electronic calendar entries, appointments, and other related entries.  After investigating the cost associated with having to produce this additional ESI, Defendants made a motion for a protective order conditioning the production of further ESI on Plaintiff’s payment of all costs associated with the production.

In its decision, the Court noted that, with the increasing prevalence of ESI, courts have been divided in determining when, if at all, to shift costs for discovery.  Despite the general rule that the producing party must typically bear its own costs in responding to discovery requests, the Court cited to a decision in Nassau County where it was determined that the requesting party should bear the entire cost for retrieving and producing discovery that includes ESI.  Lipco Elec. Corp. v. ASG Consulting Corp., 4 Misc.3d 1019(A)(Sup. Nassau 2004).  Notwithstanding the Lipco decision, many courts in New York follow the standard articulated in Zubulake v. UBS Warburg, LLC, 217 F.R.D. 309 (S.D.N.Y. 2003), a federal case holding that the producing party is initially responsible for the costs of searching, retrieving, and producing ESI unless the producing party can establish that a shift of the cost burden onto the requesting party is warranted.  To do so, the Court will evaluate: (1) the extent the request is tailored to discover relevant information; (2) the availability of the information from other sources; (3) the cost of production compared to the amount in controversy; (4) the cost of production compared to the party’s resources; (5) the relative ability of each party to control costs; (6) the importance of the issues in the litigation; and (7) the relative benefits to the parties obtaining the information.  Id.

In this case, the Court noted that despite Defendants’ claim that the production of the additional ESI would cost them $9,000, they did not provide a copy of the estimate/invoice or an affidavit from Defendants or an e-discovery vendor to substantiate this claim. Defendants also failed to analyze the Zubulake factors at all in requesting to shift costs to Plaintiff.  Given that the Court had already determined that the information sought by Plaintiff was relevant, Defendants had provided no support to obtain a protective order.  As such, the motion was denied.

Although Defendants in this case made a fairly poor attempt to shift the costs involved with the further production of ESI, the Court did provide some important findings as to what it would be looking for to support such a cost shift.  In particular, had Defendants actually provided a copy of the proposal indicating the costs involved with the ESI production and/or an affidavit from Defendants themselves or the electronic discovery vendor who estimated the costs, Defendants may have had a chance in this case.  The Court also noted it was important for Defendants to have analyzed the applicability of the Zubulake factors to the production of ESI, which they completely failed to do.  While the law regarding cost-shifting is continuing to evolve, it is important to be aware of how this very important tool can be utilized in litigation, either in your favor or to protect against it being used against you.