The Duck & Dry Effect: How Yulia Rorstrom Changed the Salon Game

In a beauty industry that often follows trends, Yulia Rorstrom built her success by getting ahead of them. As the founder of Duck & Dry, one of London’s first dedicated blow-dry bar concepts, she transformed a simple idea, fast, high-quality hair styling—into a scalable, lifestyle-driven brand. Leaving behind a career in finance, Yulia entered the beauty space with a clear vision and an outsider’s perspective, focusing on what modern women actually needed: efficiency, consistency, and an elevated experience. What began as a single salon in Chelsea has since grown into a multi-location business with international reach, expanding into products, partnerships, and a broader brand universe. We sat down with her to talk about risk, growth, and what it really takes to build a beauty brand that lasts.

1. Leaving finance to build Duck & Dry wasn’t the obvious path—what made you trust your instinct and go all in on the idea?

I come from an entrepreneurial family, so business conversations were always part of everyday life. From an early age, I knew I would eventually build something of my own—it was just a matter of finding the right concept and niche to pursue.

My corporate career was an important stepping stone. It gave me the confidence to navigate different industries and challenges, and helped me understand how to operate within a structured environment. But ultimately, I always had that instinct to create something independently—and once I identified the opportunity with Duck & Dry, I felt ready to fully commit.

2. You’ve described building Duck & Dry from a “client perspective.” How did that mindset shape the brand experience, and why do you think it resonated so quickly in London?

I approached Duck & Dry by thinking about what was missing from the London salon scene at the time. For me, it was all about convenience and flexibility—being able to book last-minute appointments or simply walk in, because a blow-dry is often a spontaneous decision or a small personal treat.

I also found the traditional salon model frustrating, particularly the tiered pricing structure based on stylist seniority. As a client, I just wanted a consistently great blow-dry without having to navigate those choices. So we built a concept around accessibility, quality, and ease—offering a premium service at an approachable price point. Just as importantly, we reimagined the environment. We wanted it to feel less like a traditional salon and more like a social, welcoming space—somewhere you could relax with a glass of prosecco or a good coffee. That combination of convenience, consistency, and atmosphere really resonated with London clients.

3. When you launched in 2014, the blow-dry bar concept was still emerging in the UK. What did you see in the market that others weren’t paying attention to?

At the time, blow-dries were often treated as an afterthought in salons, with the real focus—and margins—coming from cuts and colour. But we saw an opportunity to elevate blow-dries into a standalone, high-demand service. Our model challenged the perception that blow-dries were secondary. Instead, we built a business around volume and consistency, which meant we had to be very intentional about brand building and marketing from the outset.

We focused on creating a strong association between Duck & Dry and professional blow-dries, positioning it as the go-to destination—whether for a special occasion or part of a regular routine. That clarity of positioning, combined with a strong brand identity, allowed us to drive the volume needed to make the model successful.

4. Scaling from a single Chelsea salon to multiple locations and international expansion is no small feat. What were the key decisions that allowed you to grow without losing the brand’s identity?

I’ve always been deeply involved in both the vision and the day-to-day operations of the business, and I think that has been key. I work closely with our teams, franchise partners, and international collaborators—whether that’s within our own salons or partnerships like the Rosewood Hotel.

Over the past decade, the journey hasn’t been linear. We experienced rapid expansion in the early years, followed by the challenge of navigating COVID and then rebuilding and consolidating the business. Through it all, consistency of vision has been crucial.

A big part of scaling successfully has been showing up—remaining present, maintaining strong relationships, and ensuring the brand DNA is protected at every stage. Persistence, determination, and personal investment have allowed us to build trust with clients, partners, and franchisees, which ultimately sustains growth.

5. Building a business from the ground up often requires resilience behind the scenes. What were some of the toughest moments in your founder journey, and how did they shape the way you lead today?

The hair and beauty industry—especially in London—is incredibly competitive. You’re constantly thinking about how to stand out and offer something truly differentiated. Managing a bricks-and-mortar business also brings its own challenges: large teams, day-to-day operations, and delivering consistent, one-to-one client experiences.

There have been many tough learning curves. Running physical locations is complex, and it’s something I would think very carefully about if starting again. On top of that, there are external factors you can’t control—COVID, the cost-of-living crisis, rising business rates, and global instability—all of which have had a significant impact on the industry.

These experiences have shaped my leadership style to be more adaptable and resilient. As a founder, you become very exposed to the broader economic and political environment, so it’s about learning how to navigate those challenges while staying true to your core brand values.