Tatjana Haenni made history in December when she became the first woman to assume the role of chief executive officer of a Bundesliga club, taking the reins at RB Leipzig. In recent conversations she has been asked about Union Berlin’s newly appointed head coach, Marie‑Louise Eta. Haenni’s response is succinct and confident: “She has the credentials, the club believes in her, and that’s what truly matters.” She adds, “Marie‑Louise is the first, but she won’t be the last. With my presence here, with Marie‑Louise leading in Berlin, and with several other women holding influential positions, we are witnessing a cultural shift that will only accelerate over time.” Being the pioneer inevitably brings a steady stream of questions.
At 59, Haenni meets each inquiry with calm determination, insisting that the focus should never be on gender but on competence. “Performance and quality should be the only metrics we use,” she says, pointing to a career that spans multiple continents and includes senior roles at UEFA, FIFA, and most recently as chief executive of the National Women’s Soccer League in the United States.
Haenni is a vocal advocate for greater diversity within boardrooms. “Innovation thrives when a variety of perspectives are represented.
If you are locked into a single viewpoint, you lose sight of developments happening elsewhere in the sport and beyond,” she explains. Yet she stresses that this is not a theoretical ideal for Leipzig; she describes the club as already “very diverse and open.” Her acceptance within the organisation was swift. She recounts an early phone call from Jürgen Klopp, who oversees Red Bull’s global football operations, followed by a series of meetings that ranged from town‑hall gatherings and breakfast sessions with staff to discussions with the mayor of Leipzig, local politicians, and representatives of the football association.
Haenni emphasizes respect and learning over radical overhaul. “We need to be very respectful of the club’s heritage and absorb a great deal of knowledge before making sweeping changes,” she notes.
Nevertheless, she has identified three priority areas for development, beginning with the belief that Leipzig has not yet fully tapped its commercial potential. The club’s ambition extends beyond becoming one of Germany’s top four teams; the long‑term goal is to rank among Europe’s elite ten. To that end, Leipzig is adopting a more global outlook under Haenni’s leadership. “We have a South Africa tour planned for later this year, and we want to build an international footprint,” she says.
The vision is to expand recognition far beyond the confines of Saxony, while still strengthening the club’s local foundations. Leipzig’s rise has been controversial in a league that often values tradition and authenticity. Yet the eastern German city needs a flagship club, and RB Leipzig offers that possibility. Haenni believes there is “immense potential to ignite enthusiasm among supporters and create a vibrant atmosphere in the stadium.” Ticket prices for season tickets have been frozen, and the club aims to broaden its fan base.
When asked about the women’s side of the organization, Haenni acknowledges the criticism that women’s football can be costly. “If you manage it correctly, it isn’t necessarily more expensive than doing it the wrong way,” she argues, while also noting that the women’s team remains a priority for improvement.
Missing out on European competition last season—a first since the club’s promotion to the top tier—served as a stark reminder of the need for progress. Haenni is determined to steer Leipzig back onto a winning trajectory.
“We must return to our DNA,” she asserts. “Our philosophy has always been about nurturing young, talented players, being trend‑setters, and staying true to our own style.” The club’s model relies heavily on developing promising talent and then selling those players to wealthier European clubs for a profit. “That has worked exceptionally well for us,” Haenni says, acknowledging that the global market for young stars has become increasingly competitive.
“We have to become even better at identifying and polishing the next generation.” One of Leipzig’s current stars is Yan Diomande, a teenage winger who arrived from Leganés last summer and has already attracted interest from several Premier League giants. Haenni describes him as “one of the most exciting players in the Bundesliga.” While the club’s financial strategy depends on Champions League participation, Diomande has yet to experience European competition this season, underscoring the urgency of qualifying again. The financial implications of missing the Champions League are significant.
“If we don’t qualify, the impact is massive,” Haenni warns. “We would likely have to be more aggressive in the summer transfer market, selling players at lower values.” At present, Leipzig sit third in the league and appear poised to return to the upper echelons of German football. Haenni hopes that a Champions League comeback will “inject additional fire into the region” and launch the next phase of growth for the club.
“We know we have the capacity to expand,” she affirms. When questioned about the realistic prospect of winning the Bundesliga, Haenni stops short of making definitive promises. “Different clubs operate under different financial realities and investment models,” she explains.
“However, with the right structure, strategy, personnel, and club culture, there is always an opportunity to compete for the title.” In summary, Tatjana Haenni’s tenure at RB Leipzig is defined by a commitment to diversity, strategic commercial expansion, and a steadfast belief in the club’s youth‑development model. Her leadership aims to blend respect for Leipzig’s roots with an ambitious, global outlook—ultimately hoping to rekindle the passion of the fans and position the club among Europe’s elite.