Marta D. Morataya, Esq.
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Marta D. Morataya, Esq.
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San Diego County Bar Association
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University of New Hampshire
University of Texas
Marta is a member of the firm’s transactional team. As a previous social worker and legal intern for different organizations such as the Smithsonian Institution and the University of New Hampshire’s Innovation team, Marta has extensive experience making connections and working with people from all walks of life. She uses those skills to communicate with clients and ensure that client needs are met efficiently with attention, respect, and reliability.
During law school, Marta worked as a legal intern for the contracts team at the Smithsonian institution. There she was exposed to novel issues that arose between artistic expression and a museum’s financial, government, and public relation obligations. She learned that addressing these issues required heavy research and a creativity when negotiating and drafting agreements. Marta is committed to providing those research and creative problem-solving skills to all clients at Epsten, APC.
For her undergraduate degree, Marta attended The University of Texas at Austin where she received her Bachelors of Social Work. During her time at UT Austin, Marta was member and vice president of Lending Hearts, a community service and fundraising organization, a member of the Student Linguistic Society, and a recipient of the Louis A. Zurcher Memorial Scholarship for exemplary academic achievements.
Outside of the office, Marta enjoys relaxing by the beach, traveling, being a film and television enthusiast, and sharing meals with friends and family.
Honors & Awards
Louis A. Zurcher Memorial Scholarship for exemplary academic achievements.
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Codes of Conduct for Association Volunteers
Coachella Valley Office Managing Shareholder
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Practices: Community Association Counsel | Civil Litigation
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Generally, board members of common interest developments are volunteers dedicating their time, skills and energy to serve the communities within which they live. Indeed, without these director volunteers, community associations would be unable to properly function. Similarly, committee members are volunteers who work on specific projects within a community. Often, committee work is a valuable first experience which can entice a member to become more involved and to eventually run for the board. However, there is a steep learning curve upon entering the world of association governance.
In order to help board and committee members understand the association’s expectations for service, codes of conduct can be particularly helpful. Not only do codes of conduct codify association expectations, they can also serve to educate board and committee members and help minimize association liability. Boards might therefore consider adopting codes of conduct that cover the following topics, among others:
- Prohibiting the acceptance of any gift, gratuity, favor, entertainment, loan, or any other item of monetary value by a board or committee member from a person who is seeking to obtain a contractual or other business or financial relationship with the association.
- Clarifying that board and committee members may not engage in any writing, publishing, or speech that defames any other member of the board, committee, employee, or resident of the community.
- Establishing that board and committee members may not knowingly misrepresent facts to the residents for the sole purpose of advancing a personal cause or influencing the residents.
- Prohibiting board members from discussing sensitive and confidential matters discussed in executive session, outside of executive session, or with anyone who is not on the board (with the exception of management and association counsel).
- Prohibiting board or committee members from seeking to have a contract implemented that has not been duly approved by the board.
- Prohibiting board or committee member interference with an association contractor performing work.
- Clarifying that board and committee members may not harass, threaten, or attempt through any means to control, instill fear or discriminate against any member of the Association, management company, service provider, or community resident.
- Preventing interference by board and committee members with the system of management established by the board as a whole and the management company.
- Reminding board members that they must operate as a board and do not have any individual authority unless it is specifically granted to them in writing by the board or the Association’s governing documents.
Often, codes of conduct may be adopted as rules of procedure by way of approval by the board at an open session meeting, rather than by following the rulemaking procedures spelled out in Civil Code section 4360. However, we encourage you to first speak with your association’s legal counsel to review your association’s governing documents and discuss your community’s particular needs prior to adopting such rules.
Enforceability of these codes of conduct is another important issue to consider when preparing draft rules. It is recommended that any code of conduct specifically list the consequences for a violation of the code of conduct. Reasonable penalties for violation might include: public or private censure by the board, removal of an officer title, and/or removal from committee service by the board. It is unlikely that violation of a code of conduct may result in unilateral removal of a board member by the board, but speak with your association counsel on this issue.
Is My Mic On? Concerns Surrounding Recording Board Meetings
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Is My Mic On? Concerns Surrounding Recording Board Meetings
Association members may try to record board meetings. Such recording may even be surreptitious. However, there are concerns surrounding permitting the recording of board meetings of which boards and management should be aware.
First, recordings may serve as evidence in subsequent litigation. Association members who try to record board meetings may do so in order to compile such evidence to support their claim. Associations should think twice about fueling a member lawsuit for obvious reasons. A single stray remark may end up exposing an association to liability.
Second, those present at the meeting may be uncomfortable being recorded. A recording device may have a chilling effect on directors and management who are trying to conduct association business without worrying about the specter of potential future litigation.
The Davis-Stirling Act does not require board meetings to be recorded. California Penal Code section 632 in fact prohibits recording a confidential conversation without the consent of all parties. Subsection (a) of the statute provides in part:
A person who, intentionally and without the consent of all parties to a confidential communication, uses an electronic amplifying or recording device to eavesdrop upon or record the confidential communication, whether the communication is carried on among the parties in the presence of one another or by means of a telegraph, telephone, or other device, except a radio, shall be punished by a fine not exceeding two thousand five hundred dollars ($2,500) per violation, or imprisonment in a county jail not exceeding one year, or in the state prison, or by both that fine and imprisonment.
Boards may want to consider including a statement on meeting agendas that recording the meeting – via audio or video – is prohibited. Boards can also consider stating at the beginning of a meeting that recording is prohibited (and noting that statement in the meeting minutes). Doing so will help create a documentary record that any recording is nonconsensual per Section 632. This is important because under subsection (d) of the statute, evidence obtained as a result of eavesdropping upon or recording a confidential communication in violation of Section 632 is not admissible in a lawsuit.
Finally, it is worth pointing out that Section 632 does not apply to the use of hearing aids and similar devices for “persons afflicted with impaired hearing” for the purpose of overcoming the impairment to permit hearing sounds ordinarily audible to the human ear. This caveat essentially brings those with impaired hearing to equity, by allowing them to hear what others do.
For additional advice on this subject, please reach out to your friendly community association counsel.
Ensuring a Smooth Transition: Best Practices for Changing Management Companies
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Ensuring a Smooth Transition: Best Practices for Changing Management Companies
*Article originally published in CAI-SD Community Insider Magazine, Summer 2025
Switching community management companies is a major undertaking for any community association. A smooth transition requires careful planning, forethought, clear communication, and attention to legal and operational details. Without proper preparation, a change in management can disrupt financial operations, delay maintenance, and create confusion among the association’s homeowners and vendors.
To ease the management transition, associations should focus on five key areas: (1) strategically timing the transition; (2) communicating with the outgoing management company; (3) preparing for the transition; (4) ensuring proper records transfer; and (5) notifying homeowners of necessary updates.
Timing the Transition Strategically
Management contracts often have termination clauses and required notice periods that must be adhered to before the association can terminate their current management company. A termination outside of the delineated termination provisions or notice periods may be invalid, subject to monetary penalties, and/or subject to legal action by the management company. If the board has concerns regarding a potential breach of contract or would like to transition to new management, we recommend consulting with the association’s legal counsel prior to taking any action.
Note that the timing of management transitioning can significantly impact the association’s operations, so the board should endeavor to schedule the transition at a time that minimizes disruption and aligns with the association’s financial and operational cycles. For example, transitioning towards the end of an association’s fiscal year may jeopardize the timely mailing of the association’s annual board report, annual policy statement…etc. Changing management companies during significant maintenance projects, elections, or community-wide events may also unnecessarily complicate the transition, create delays, and lead to potential unwanted liabilities for the association.
Communicating With The Outgoing Management Company
Once the board has executed a contract with its new management company and reviewed the parameters of termination for its outgoing management company, the next step is to formally provide notice of termination for the latter. This should be done professionally and in writing, either by the new management company or the association’s legal counsel, following the termination terms outlined in the contract (e.g., to whom the letter should be addressed and delivered). The notice of termination should include, but is not limited to: (1) the effective date of termination; (2) instructions for record transfer; (3) a request for clarification of homeowner assessment payment procedures; (4) a request for a summarization on any outstanding/urgent association matters; (5) the new management company’s contact information; (6) and a transition checklist compiled by the board, new management, and/or the association’s legal counsel to help ensure all association records and homeowner/vendor data are transferred in a timely manner.
Maintaining a cooperative relationship with the outgoing management company can facilitate a smoother transition. If possible, the board should request a transition meeting to ensure open communication and address the foregoing.
Preparing For the Transition
It is important to establish clear responsibilities for both the outgoing and new management companies. A good place to start would be for the board to review its outgoing management contract to confirm the parameters of the outgoing management’s transition assistance in the event of its termination.
Simultaneously, the board should collaborate with its new management company to outline a transition plan that ensures continuity of service (e.g., when/how to relay the transition to new management to the association’s members and financial/vendor representatives, any changes in homeowner assessment payment procedures, association information portals, methods of communications with new management…etc.) Such information is crucial to avoid disruption to the association’s daily operations and any confusion for homeowners and the association’s vendors.
Oftentimes, a board member familiar with the day-to-day operations of the association may be designated to assist the new management company with the transition process.
Ensuring Proper Transfer of Records
Once terminated, the outgoing management company has a duty to transfer the association’s records to the association’s new management company. All association records, information, and property must be released in a timely manner to new management and any refusal to cooperate constitutes a breach of outgoing management company’s professional code of conduct and may subject outgoing management to legal action. While the board can assist the new management company in verifying whether all necessary records were transferred from outgoing management to new management, the onus is on new management to highlight any missing records/information. As missing or incomplete records can create significant operational challenges, it is highly recommended for boards to take an active role in overseeing any transition of management.
The following critical records, whether past, current, and/or proposed, should be transferred:
- the association’s governing documents, including any amendments;
- all financial records (e.g., annual budget reports, reserve studies, operating budget, annual/interim financial statements, bank statements/information and check registers, state and federal tax returns, reserve account balances/payments);
- all insurance policies;
- all routine and in-progress vendor contracts and insurance/warranty records;
- all employees contracts, contact information, and records,
- all board agendas and meeting minutes;
- all election materials;
- miscellaneous items (e.g., passwords to all digital properties/accounts, membership list, homeowner assessment account histories and enforcement records, architectural records, litigation files, keys.) See Civil Code sections 5200 et. seq for a list of all association records.
Having complete records will help the association function smoothly as boards change and memories fade.
Notifying Homeowners of Necessary Updates
Homeowners should be informed well in advance of the transition to new management to ensure proper communication channels and timely payment of the association’s regular and special assessments.
The new management company should send a notice to homeowners including clear instructions on how to update any automatic assessment payments and mailing addresses for regular/overnight payments. The notice should clarify whether the new management company will field general inquiries and billing questions from homeowners regarding the management transition prior to their official start date.
Frequent communication with homeowners is key, so it is a good idea for the association to send multiple email reminders and update the association newsletter or community bulletin boards to reinforce the changes. The board’s goal is to minimize confusion and ensure homeowners understand their role in assisting with a successful transition.
Thoughtful execution of these five integral steps will minimize disruptions and ease the potentially complex management transition process.
Avoiding Conflict: Unique Issues in Senior Housing Communities
Coachella Valley Office Managing Shareholder
858.527.0111
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Practices: Community Association Counsel | Civil Litigation
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Avoiding Conflict: Unique Issues in Senior Housing Communities
*Article originally published in CA-CV HOA Living Magazine, September 2025
If you’re a resident of the Coachella Valley—or someone who comes here to work or play—you know about the demographic makeup of our communities. Older adults from across the country (and the world) choose to come to our beautiful valley to live out their retired lives, in search of a warmer climate and a high quality of life. The Coachella Valley’s economy and social fabric rely upon these older adults and their investments throughout the desert cities.
As verified by the U.S. Census Bureau, the population of the Coachella Valley is older in comparison with the rest of Riverside County. As of 2023, 19.4% of the Coachella Valley’s residents are individuals aged 65 and older. By contrast, throughout all of Riverside County, only 15.7% of residents are aged 65 years and older.
In addition to having a generally older population, we also have a large number of senior housing communities in the Coachella Valley. Senior housing communities must satisfy both federal and state laws on senior housing in suggestions for preserving open communication with older residents before a conflict escalates into a full-blown dispute.
At the outset, senior housing communities are unique from other types of housing because they often offer camaraderie and fellowship to seniors, along with services in addition to housing. Some senior housing communities in the Coachella Valley provide recreational opportunities, extra amenities, on-site services (e.g., beauty salon, library, private space rental, restaurants), as well as association-sanctioned committees, interest groups, and social events.
It is not uncommon for individuals working in senior communities to develop deeper relationships with residents; sometimes even forming close friendships. Such relationships can be extremely valuable to all involved. Unfortunately, these relationships can also open an association and its board members to possible liability if the association doesn’t closely follow the requirements in the law or governing documents. The likelihood of conflict can increase if there is a preexisting relationship, as feelings may be hurt when the association exercises its enforcement powers as required under applicable law.
Below are a few helpful tips to prevent conflicts from growing into bigger problems.
COMMUNICATION PREFERENCES
All people—no matter their age— appreciate direct and clear communication. However, with rapid advances in technology in recent years, some older members may not have the same technological skills that younger members have. This can make it harder for older residents to communicate effectively with the association electronically.
Younger members may consent to “electronic delivery” of association notices and competently open and review all correspondence. However, many senior members of Coachella Valley communities prefer the telephone, even if they list an email as their preferred delivery address.
As a general practice, if the association sends a notice through a member’s preferred delivery method but receives a phone call in response, taking the time to return that call goes a long way. Confirming by phone that the owner received and reviewed the order to protect their “senior housing” status. This federal status legally allows a senior housing community to require residents to be of a certain age without facing claims of age discrimination.
This article does not discuss the legal requirements of senior housing communities—the literature on that topic is vast. Rather, it touches on ways to reduce conflict and provides practical correspondence shows courtesy and helps build trust. While telephone communication is not legally recognized notice, it is an appreciated courtesy.
Similarly, if an owner calls the management office to file a complaint, management should redirect the owner to submit the complaint in writing— either dropped off, mailed, or emailed. Taking the time to explain why written documentation is required may be new to that resident. Delivering this message by phone and making a note in the owner’s file will likely make the owner feel acknowledged and reduce the chance of escalation.
NOTICES
Association notices are generally provided by either “general” or “individual delivery.” General delivery is often the default under the Davis-Stirling Common Interest Development Act. Civil Code § 4045 outlines several methods of general notice, including:
- Including the notice in a billing statement, newsletter, or other document (Cal. Civ. Code § 4045(a)(2));
- Posting in a prominent, designated location (Cal. Civ. Code § 4045(a)(3));
- Posting on the association’s website (Cal. Civ. Code § 4045(a)(5)); or
- Providing by “individual delivery” if requested (Cal. Civ. Code § 4045(a)(1)).
Rule changes, board or member meeting notices, and most election notices must generally be provided by general delivery unless governing documents state otherwise.
Notices requiring “individual delivery” are less common. Each year, associations must solicit members’ preferred delivery method(s). A member may now designate up to two mailing addresses or two emails for individual notices.
Flexibility is important in senior communities. For example, an owner may initially request email delivery but later ask for paper notices instead. It is typically best to honor the request, even if not worded formally. Similarly, if an owner requests a mailed copy of a notice after receiving an email blast, sending the copy and following up for clarification is often the most practical solution.
IF ASSESSMENTS GO UNPAID
If assessments that were once paid on time stop being paid consistently, it may be worth making a phone call. Before calling, the association should consult its collections provider to ensure compliance with the Fair Debt Collection Practices Act (FDCPA). Older residents may be more likely to experience life or health changes that impact timely payments, and a proactive, compassionate approach can help.
CONTACTING THE PROFESSIONALS
If the board or management becomes aware that a resident poses a health or safety risk to themselves or others, the association should immediately contact the appropriate authorities and encourage residents to do the same. Dialing 9-1-1 in emergencies is always the right step. Associations should also assist with preparing a police report if requested, while keeping information confidential for privacy reasons.
Additionally, Riverside County’s Office on Aging connects seniors and families with support systems. Association representatives may contact the Office if an owner needs additional assistance. The Office oversees more than 27 programs and services that promote dignity, well-being, and independence for older adults and adults with disabilities. Since management staff are not trained social workers or medical professionals, it is important to reach out to the proper resources when needed.
No matter the age of the resident, people appreciate being heard and acknowledged. Managing communities to foster mutual respect and concern benefits both staff and residents. Hopefully, these small tips will help bring peace to your community.
What to Do When Quorum Cannot be Met for the Annual Meeting
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What to Do When Quorum Cannot be Met for the Annual Meeting
Corporations, including many community associations, are required under Corp. Code § 7510 to hold annual meetings of the membership. If the association fails to hold a regular meeting within sixty (60) days of the date designated in its governing documents, any member may bring legal action to compel the association to do so. This puts the association at risk if meetings are not held due to a lack of quorum, which is an unfortunate reality in many community associations today, where obtaining member participation at annual meetings can be difficult. It is important to note that this obligation to hold an annual meeting exists even when an association decides to conduct its director election by acclamation. This article explores the association’s options in navigating this challenge and how it can protect itself from potential liability.
Documenting Efforts to Hold the Meeting
If an annual meeting cannot proceed due to insufficient member participation, the association should thoroughly document its good-faith efforts to meet the quorum. Some of these efforts may include:
• Issuing and mailing ballots
• Sending notices, beyond those required by law, reminding members of the upcoming meeting
• Door-to-door outreach encouraging membership attendance at the meeting
• Posting signs in the common areas of the community
• Adjourning and attempting to reconvene the meeting (discussed more thoroughly below)
To help insulate the association from a potential lawsuit, the association should send a notice to the membership summarizing the association’s efforts to hold an annual meeting if it is unable to meet due to a lack of quorum.
If no members object, the matter may end there. However, in anticipation of potential objections, the association may consider filing a petition in the Superior Court under Corp. Code § 7515. An association should seek advice from its community association legal counsel to understand the circumstances when it may be advisable to file such a petition.
Reduced Quorum and Adjourning a Meeting
An association might make more than one attempt to hold its annual meeting by adjourning its meeting to another date. This may allow for a lower threshold of participation for quorum to be achieved.
Corp. Code § 7512(d) and Civil Code section 5115(b)(6) and (d)(2) provide that in the absence of a quorum (as required by an association’s governing documents), an association may adjourn a proceeding to a date at least twenty (20) days after the adjourned meeting at which time the quorum will be twenty percent (20%) of the association’s members, unless the governing documents provide for a lower amount. Keep in mind, the association is required under Civ. Code § 5115(d)(3) to provide members with notice of the reconvened meeting no less than fifteen (15) days prior to the date of the reconvened meeting, and the notice must state that the reduced quorum will apply.
Petitioning the Court Under Corporations Code Section 7515
Corp. Code § 7515 provides relief when it is “impractical or unduly difficult” to conduct a member meeting, or otherwise obtain the members’ consent, in the manner prescribed by the association’s governing documents. In this instance, the association can petition the Superior Court for an order that the meeting be called “in such a manner as the court finds fair and equitable under the circumstances.” Section 7515(c) authorizes the court to grant a wide range of relief, including an order dispensing with the quorum requirement altogether or the number/percentage of votes needed for approval.
Amending Bylaws to Reduce Quorum Requirements
If member participation is an ongoing issue for the association, the association may want to consider a more long-term solution, such as amending its bylaws to reduce quorum thresholds permanently. However, such action requires membership approval, which can be difficult to obtain if voter participation is low. As such, the association may end up in the same position of trying to solicit enough ballots to establish a quorum. However, again, the association may consider filing a Section 7515 petition to lower the quorum and approval requirements for amending the bylaws in Superior Court, because conducting the meeting is “unduly difficult”.
In order to prevail, the association will need clear evidence demonstrating that lowering the bylaws amendment approval requirement is “fair and equitable under the circumstances,” and that obtaining the members’ approval is “unduly difficult.” This may require the association to send out ballots for the bylaws amendment and do its best to solicit votes. The association could then provide evidence to the court showing how few responses it received, and therefore, that court intervention is needed.
Conclusion
Low voter turnout and lack of member engagement can make holding required member meetings nearly impossible for some associations. However, by documenting diligent efforts, regularly informing the membership, adjourning and attempting to reconvene a meeting, and utilizing legal remedies, such as a Section 7515 petition, associations can both comply with their legal obligations and protect themselves from legal challenges.
DISCLAIMER: The contents provided herein are the suggestions and opinions of Epsten, APC on general legal issues involving California community associations and common interest developments. This content is for educational purposes only, is not intended for commercial use and may not be relied upon in addressing any specific legal issues. Specific policies and procedures that your association, management company and/or law firm have developed may differ and may fully satisfy all applicable laws. Copyright 2025 by EPSTEN, APC, unless otherwise indicated. These materials may not be reproduced or distributed without express permission of Epsten, APC. (Published and/or Last Updated on 8.11.2025)
AB 130 Effective Immediately: Association Fines Capped at $100
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Practices: Community Association Counsel | Commercial CID
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California Assembly Bill 130, enacted on June 30, 2025, was revised at the very last minute this week to include amendments to Civil Code Sections 714.3, 5850 and 5855, which address association fines and enforcement procedures. The changes were added just days before the bill was signed into law without any committee hearings or opportunity for feedback. Leaving those most impacted by it, associations, with bad law and more questions than answers.
Most notably, AB 130 caps fines for many governing document violations at $100 per violation. The major takeaways regarding changes to permissible fines include:
- Fines for violations are now capped at $100 per violation or a lesser amount adopted by fine schedule. As of June 30, 2025, associations are prohibited from imposing fines over $100 unless the exception discussed below applies.
- The exception to the $100 fine cap is for violations that may result in an adverse health or safety impact on the common area or another association member’s property. To invoke this exception, a board must make a written finding at an open board meeting specifying the adverse health or safety impact of such violation. One way a board may satisfy this requirement is by making a finding in an open meeting a specific violation is adverse to health or safety on a violation by violation basis. Alternatively, an association could amend its rules to provide a general category of violations are adverse to health or safety (i.e., speeding, glass at the pool, off leash dogs in common areas) and therefore, subject to fines in excess of $100 without having to re-vote on the same violations over and over again.
- Board shall not impose discipline on a member when the member cures the violation prior to the hearing and, in situations where curing the violation would take longer than the notice period before the hearing, when the member provides “financial commitment” to cure the violation. AB 130 does not define or provide an example of what a “financial commitment” is, but one option may be to impose a fine and hold it in abeyance subject to the member curing the violation by a reasonable deadline.
- No late charges or interest may be charged for a fine.
- Fines Imposed Prior to June 30, 2025, are not impacted. While AB 130 alters how associations may impose fines going forward, it does not invalidate previously imposed fines.
The new language of the statute also modifies part of the enforcement process, including:
- If the board and owner are not in agreement following a hearing, the owner may request IDR. This is not a change to current law since an owner could always request IDR regarding an association dispute.
- If the board and owner reach an agreement after the hearing, the board must prepare a written resolution to be signed by the board and the owner. The resolution will be judicially enforceable.
- Written notice of a Board’s decision to impose disciplinary action is now due within 14 days of the hearing. Previously, notice within 15 days was required.
In summary, associations must immediately comply with AB 130, including generally no longer imposing fines in amounts more than $100 after June 30, 2025, unless a written finding is made by the Board at an open meeting the violation will have an adverse health or safety impact. AB 130 also does not necessarily require an association to suspend any enforcement actions until it amends its rules or fine policy, but boards will need to review and revise these policies to bring them into compliance with AB 130 before they are distributed with their annual policy statement. Associations should consult with their community association legal counsel regarding how to best integrate and comply with the new requirements of AB 130 for their specific community.
Contact Morad Fakhimi
Morad Fakhimi, Esq.
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Morad Fakhimi, Esq.
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State Bar of California
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Texas A&M University School of Law
University of Texas
Morad Fakhimi is a seasoned attorney with nearly two decades of public-sector experience with civil litigation, federal criminal defense, and appellate practice. During the first decade of his practice, Morad was employed by a number of federal public defender offices where his experience ranged from representing Alabama’s death-row inmates in their post-conviction appeals to defending the gamut of federal criminal cases. In the course of this practice, Morad investigated and litigated a vast array of federal statutory, regulatory, and constitutional issues across the span of hundreds of federal criminal cases, numerous federal jury trials as lead counsel, and over 150 federal appeals. His work as an assistant federal public defender spanned five districts in Georgia, Alabama, and Connecticut, and involved a diverse group of clients ranging from impoverished and disadvantaged individuals to investment brokers and advisers, bank officers, real estate developers, physicians, foreign government officials, and U.S. government officials.
During the next decade of his practice, Morad spent eight years as the career law clerk for a federal judge in the Northern District of California. That position entailed performing all of the research and writing necessary for the preparation and composition of the court’s orders and opinions in a broad array of civil litigation settings including dispositive motions seeking either dismissal or summary judgment, administrative appeals from federal agencies, discovery disputes, matters relating to extraordinary relief, and post-judgment litigation. The areas of law involved spanned the entire range that one might encounter in a busy federal court including federal constitutional issues, intellectual property (patent, trademark, and copyright infringement cases), antitrust, product liability, civil rights cases, employment and labor disputes, class actions, prison litigation, suits involving the United States, suits against municipalities, suits involving Native American tribes, suits involving foreign parties, and suits involving state law issues where the parties were from different states or countries.
More recently, having served as board president for a local homeowners’ association for the last several years, during which Morad’s zeal for legal research led him to become increasingly familiar with community association law, as his familiarity with this area of increased, so too did his interest. Eventually, Morad decided to open a new chapter in his career by employing his public sector litigation experience on behalf of homeowners’ associations by joining Epsten APC. In this new role, he looks forward to bringing his litigation experience to bear on behalf of community associations, whether it be in the context of active litigation matters, or in the realm of advice and consultation regarding potential future litigation or litigation avoidance.
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