Tatjana Haenni broke new ground when she became the first woman to hold the chief executive position at a Bundesliga club, taking the reins at RB Leipzig in December. 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 trusts her, and that is what truly matters.” Haenni goes on to stress that Eta’s appointment is just the beginning of a broader cultural transformation. “She is the first, but she will certainly not be the last.
With my presence here, Marie‑Louise in Berlin, and several other women already occupying influential roles, we are witnessing a shift in mindset. Over time this will become the norm rather than the exception.” Being the pioneer inevitably brings a steady stream of questions about gender and capability. At 59, Haenni meets these inquiries with a blend of patience and resolve, insisting that the conversation should focus on competence, not sex.
“Performance and quality should be the yardsticks,” she says, pointing to her extensive leadership résumé that spans several continents and includes senior posts at UEFA, FIFA, and most recently the National Women’s Soccer League (NWSL). Haenni’s career trajectory gives her a unique perspective on the importance of diversity in boardrooms. “Innovation thrives when you hear a variety of viewpoints,” she explains. “If you become entrenched in a single‑sided bias, you lose sight of developments happening elsewhere in the sport and the wider world.” According to Haenni, RB Leipzig already embodies that openness.
“I have found a club that is genuinely diverse and receptive to new ideas,” she notes. Her acceptance within the organization was swift.
She recalls an early phone call from Jürgen Klopp, who oversees global soccer operations for Red Bull, followed by a flurry of meetings—town‑hall sessions, breakfasts with staff, discussions with the mayor of Leipzig, local politicians, and representatives from football associations. These engagements helped her understand the club’s culture and the expectations of its stakeholders. Haenyi stresses that change at Leipzig does not mean a radical overhaul. “We need to be very respectful of what already works and learn a great deal from the people who have built this club,” she says.
Nevertheless, she has identified three priority areas where the club can still grow. One of her first observations was that the club had not yet tapped its full commercial potential. “There is room to expand our brand, increase sponsorship revenue, and reach new audiences,” she asserts.
The ambition, she explains, extends far beyond simply becoming one of Germany’s top‑four teams. The long‑term vision is to place RB Leipzig among the top ten clubs in Europe. To achieve that, the club is adopting a more global outlook.
“We have a tour of South Africa planned for later this year, and we want a genuine international footprint,” Haenni says. “It’s time to broaden our reach beyond Leipzig and even beyond the state of Saxony, gaining recognition both nationally and abroad." Leipzig’s rapid ascent has often been a point of contention among traditional German football fans, who tend to value historic roots and authenticity. Yet the city, located in the former East Germany, craves a flagship club that can rally the community.
Haenni believes the club can ignite that passion. “There is immense potential to energise supporters, create a vibrant atmosphere in the stadium, and build a loyal fan base,” she says. In line with that, season‑ticket prices have been frozen, a move intended to make attending matches more accessible and to attract new fans.
She also touches on the club’s women’s side, acknowledging that criticism often labels women’s football as a cost centre. “If you manage it correctly, it isn’t necessarily more expensive than a poorly run men’s program,” Haenni remarks, while also being clear that the men’s team remains the immediate priority. Missing out on European competition last season was a significant setback for Leipzig, marking the first time since the club’s promotion that they failed to qualify for the continent’s elite tournaments.
That disappointment partly explains why Haenni was brought in: to steer the club back onto a progressive trajectory. “We need to return to our DNA,” she says.
“I firmly believe in forging our own path. Our philosophy has always been about nurturing young, talented players and selling them at the right moment to the biggest clubs in Europe. That model has served us well, but we must refine it to stay competitive.” The global market for emerging talent has become increasingly crowded.
“Many clubs now hunt for the same young prospects, so we have to elevate our scouting, development, and retention processes,” Haenni observes. One of Leipzig’s brightest recent discoveries is Yan Diomande, a teenage winger who arrived from Leganés last summer and has already attracted interest from top Premier League sides.
Haenni describes him as “one of the most exciting players in the Bundesliga today.” Leipzig’s business model relies on selling star players at peak value, and Haenni confirms that this will continue, but with strategic timing. “When a player joins RB Leipzig, they know that the club can be a springboard to a world‑class career. We will keep facilitating those moves when the moment is right.” However, this approach is closely linked to Champions League participation, which provides the exposure and financial boost needed to develop and showcase talent.
Diomande, for instance, has not yet experienced European competition this season, a factor that could hinder his growth and market value. The financial ramifications of missing the Champions League are stark. “If we fail to qualify, the impact is massive,” Haenni warns. “We would likely need to be more aggressive in the summer transfer market, both in terms of selling players and managing wages.” At present, Leipzig sit third in the league and appear poised to return to the European stage.
Haenni hopes that a Champions League comeback will “inject additional fire into the region” and usher in a new phase of growth for the club. When asked whether winning the Bundesliga is a realistic goal, Haenni stops short of a definitive yes, noting the varying realities of investment, financial capacity, and competition. “Different clubs operate under different models,” she explains. “But with the right structure, strategy, personnel, and club culture, there is always a chance to compete for the title.
The model does not exclude the possibility of a championship.” In summary, Tatjana Haenni’s tenure at RB Leipzig is characterized by a commitment to diversity, strategic commercial expansion, and a steadfast belief in the club’s unique philosophy of developing young talent. Her leadership aims to blend respect for the club’s existing strengths with a forward‑looking vision that embraces global opportunities, strengthens community ties, and ultimately rekindles the flame of ambition within Leipzig and beyond.