Breaking Credibility
Young twin founders overcome skepticism to grow a respected mixer brand.
Double Dutch
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At 20-something, Raissa de Haas and her twin sister Joyce launched Double Dutch, a UK mixer brand entering a crowded and competitive market. As young female founders, they faced early skepticism from investors, partners, and the industry, requiring them to prove their credibility through consistent execution, high-quality products, and careful brand positioning. Over time, their approach has built a loyal customer base and established Double Dutch as a serious player in the sector, highlighting both the opportunities and persistent challenges for women entrepreneurs in the UK.
What’s the biggest barrier you’ve faced as a woman in business, and how did you navigate it?
I think one of the biggest barriers was credibility, especially in the early days. We were in our early twenties, twin sisters starting a mixer brand, and there was a bit of a perception that we were just there to party rather than building a serious business. And so we very often weren’t taken very seriously from the outset. We kind of always had the mindset of ‘we are going to build this business in a great way’ and so to prove ourselves we worked harder, showed up more consistently and over time built a brand with strong positioning, a genuinely great product, and a loyal customer base and that speaks louder than anything else.
Have you ever felt pressure to lead differently because of your gender? In what ways?Rather than purely because of gender – I think age and cultural differences definitely played an element as well. We were in our twenties, building and managing teams who were often in their thirties, forties and fifties which I think added another layer of complexity. And culturally – being Dutch founders in the UK, we’re naturally quite direct, whereas British culture tends to be more indirect and polite. Navigating that difference, alongside gender and age expectations, did make us second–guess ourselves. Early on, I think that often translated into trying to be the “nice” leaders – flexible, accommodating, and leading by example. And while creating a positive culture has always been incredibly important to us, we’ve learned that strong leadership also means being clear, setting high standards and being authoritative. And recognising that not every part of building a business is glamorous. Over time, we’ve become more confident in leading in a way that is both empathetic and decisive, without overthinking how it might be perceived.
How do you balance business growth with expectations around caregiving or family life?
I don’t really believe in the question or the idea of “work-life balance” – it suggests that work is something separate from life, or even something negative. In reality, work is such a big part of life, so it’s important that it’s something you genuinely enjoy and it becomes part of that great life, not something you need to balance against it. For me, it’s more about integration and phases. There are periods where the business demands more time and energy, and others where things are quieter and family can take more priority. I’ve never seen it as an either-or. I travel a lot, even when my baby was just a few months old, and I’ve never felt guilty about that at all. I’ve always believed I don’t have to choose – I can make both work in a way that suits me. That does mean I might not spend as much time at home as maybe some other young mothers would, but I’m very comfortable with that. Having a strong support system is crucial. I’m lucky to have an incredibly supportive wider family, and that makes all the difference in making this kind of setup work.
Do you think funding and investment opportunities are truly equal for women in the UK today? Why or why not?
Absolutely not – Progress is definitely being made, but access to funding is still not equal. I think female founders in the UK receive around just 2% of total venture capital funding, a figure that has barely shifted in over a decade. What’s striking is that this isn’t due to a lack of ambition or activity. Women are starting businesses at record rates, yet the funding simply doesn’t follow. The encouraging part is that this is now widely recognised, and more funds and networks are emerging to support female entrepreneurs. But real equality will only come when this isn’t a “category” anymore, it’s just investing in the best businesses.
What change would make the most immediate difference for the next generation of female entrepreneurs?
More visible female role models – if young women grow up seeing entrepreneurship as a natural path (not an exception) you remove a huge psychological barrier before it even forms. Seeing people who look like you doing it makes it feel far more achievable. More women in decision-making roles is an investment. Better structural support, particularly around childcare and flexibility is needed.I think a lot of talented women step back or delay starting businesses because the practical setup makes it difficult.
At 20-something, Raissa de Haas and her twin sister Joyce launched Double Dutch, a UK mixer brand entering a crowded and competitive market. As young female founders, they faced early skepticism from investors, partners, and the industry, requiring them to prove their credibility through consistent execution, high-quality products, and careful brand positioning. Over time, their approach has built a loyal customer base and established Double Dutch as a serious player in the sector, highlighting both the opportunities and persistent challenges for women entrepreneurs in the UK.
What’s the biggest barrier you’ve faced as a woman in business, and how did you navigate it?
I think one of the biggest barriers was credibility, especially in the early days. We were in our early twenties, twin sisters starting a mixer brand, and there was a bit of a perception that we were just there to party rather than building a serious business. And so we very often weren’t taken very seriously from the outset. We kind of always had the mindset of ‘we are going to build this business in a great way’ and so to prove ourselves we worked harder, showed up more consistently and over time built a brand with strong positioning, a genuinely great product, and a loyal customer base and that speaks louder than anything else.
Have you ever felt pressure to lead differently because of your gender? In what ways?Rather than purely because of gender – I think age and cultural differences definitely played an element as well. We were in our twenties, building and managing teams who were often in their thirties, forties and fifties which I think added another layer of complexity. And culturally – being Dutch founders in the UK, we’re naturally quite direct, whereas British culture tends to be more indirect and polite. Navigating that difference, alongside gender and age expectations, did make us second–guess ourselves. Early on, I think that often translated into trying to be the “nice” leaders – flexible, accommodating, and leading by example. And while creating a positive culture has always been incredibly important to us, we’ve learned that strong leadership also means being clear, setting high standards and being authoritative. And recognising that not every part of building a business is glamorous. Over time, we’ve become more confident in leading in a way that is both empathetic and decisive, without overthinking how it might be perceived.
