Directeur juridique | Groupe Duval
Marielle Ting
Directeur juridique | Groupe Duval
Team size: 20
What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?
My team and I have been closely involved in supporting the group’s business growth in France, Africa and Asia through mergers and acquisitions, negotiations of key financial and commercial agreements as well as partnership agreements.
I strongly believe that the power of the legal team is not only to manage risk but to be part of the solution. I want to create legal functions that are proactive, collaborative, and respected. We make it a priority to listen — to the business, to our teammates, to stakeholders — and to continuously challenge ourselves to think beyond the purely legal aspects.
How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?
During a crisis, I think it is essential to prioritise calm and structured communication. The legal team must provide the business with clear options, outlining risks in practical terms, and facilitating fast decision making. It often involves coordinating between various internal stakeholders (finance, operations, etc.) and external partners (financial institutions, co-investors), ensuring that everyone is aligned and that contractual and legal/regulatory risks are under control.
Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?
One of the most unique and challenging periods of my career as a lawyer was during the COVID-19 pandemic and the years that followed. At the time, I was General Counsel in the food retail industry—a sector that suddenly found itself at the center of public life while much of the world was shutting down.
It was a truly peculiar situation: while all head office teams were working remotely, our stores remained open as an essential service. Every day brought new regulations and urgent questions: what products could or couldn’t be sold, curfews, safety protocols. It was a time that demanded adaptability and teamwork.
Then, in the months that followed, we entered another unprecedented phase. Many non-food retailers were going bankrupt, and we saw an opportunity to expand by acquiring businesses through court-led sales. The timelines were incredibly tight, and success depended on everyone being fully aligned — legal, finance, operations, and management. It really strengthened our sense of teamwork and mutual support; we had to move fast, trust each other, and work hand in hand to make it happen.
What is a cause, business or otherwise, that you are passionate about? Why is this?
I care deeply about women’s rights and fighting all forms of violence against women. As a woman and daughter of immigrants, I’m very aware of how fortunate I have been in both my personal life and professional career. Not everyone has had the same opportunities or support, and that awareness encourages me to lend my support to initiatives that promote equality and empowerment for women wherever possible.
