Licensing Statutes. Under California law, a con tract to manage a professional boxer must be in writing, and the manager must be licensed by the State Athletic Commission. Marco Antonio Barrera is a professional boxer and two-time world champion.In May 2003,José

Castillo,who was not licensed by the state,orally agreed to assume Barrera’s management.He “understood”that he would be paid in accord with the “practice in the professional boxing industry, but in no case less than ten percent (10%) of the gross revenue” that Barrera generated as a boxer and through endorsements.

Among other accomplishments, Castillo negotiated an exclusive promotion contract for Barrera with Golden Boy Promotions,Inc.,which is owned and operated by Oscar De La Hoya. Castillo also helped Barrera settle three lawsuits and resolve unrelated tax problems so that Barrera could continue boxing. Castillo did not train Barrera, pick his opponents, or arrange his fights, however.When Barrera abruptly stopped communicat ing with Castillo,Castillo filed a suit in a California state court against Barrera and others, alleging breach of contract. Under what circumstances is a contract with an unlicensed practitioner enforceable? Is the alleged contract in this case enforceable? Why or why not?

[Castillo v.Barrera, 146 Cal.App.4th 1317,53 Cal.Rptr.3d 494 (2 Dist.2007)]

Dow AgroSciences,LLC (DAS),makes and sells agricultural seed products. In 2000, Timothy Glenn, a DAS sales manager, signed a covenant not to compete.He agreed that for two years from the date of his termination, he would not “engage in or contribute my knowledge to any work or activity involving an area of technology or business that is then competitive with a technology or business with respect to which I had access to Confidential Information during the five years immedi ately prior to such termination.”Working with DAS busi ness, operations, and research and development personnel,and being a member of high-level teams,Glenn had access to confidential DAS information, including agreements with DAS’s business partners, marketing plans,litigation details,product secrets,new product devel opment,future plans,and pricing strategies.In 2006,Glenn