Tatjana Haenni made history in December when she became the first woman to hold the chief executive position at a Bundesliga club, taking the reins at RB Leipzig. When asked about Union Berlin’s newly appointed head coach Marie‑Louise Eta, Haenni’s response was succinct and confident: “She has the credentials and the club trusts her – that’s all that matters.” She sees Eta’s appointment as part of a broader cultural transformation. “She may be the first, but she won’t be the last. With me here, with Marie‑Louise in Berlin and other women occupying influential roles, the shift is already underway.
Over time it will become the norm.” Being the pioneer inevitably brings a flood of questions. At 59, Haenni meets them with calm determination, insisting that gender should never be the focal point.
“What truly counts is competence.” She points to a résumé that spans continents, from playing for the Swiss national team to senior posts at UEFA, FIFA and most recently as chief executive of the NWSL. Those experiences, she argues, underline the importance of diversity in boardrooms. “Innovation thrives when you hear a variety of perspectives.” Haenni warns against the danger of a single‑sided viewpoint.
“If you only listen to one side, you lose sight of what’s happening elsewhere in the sport and in the world.” Yet she stresses that Leipzig already feels inclusive. “I discovered a club that is genuinely open and diverse.” Her acceptance by the organisation was swift. A phone call from Jürgen Klopp, who oversees Red Bull’s global football operations, was followed by a series of meetings: town‑hall sessions, breakfasts with staff, discussions with the mayor of Leipzig, local politicians and representatives from the football association.
Haenni emphasizes respect and learning over radical overhaul. “We need to be very respectful of the club’s heritage while also absorbing new ideas.” Nevertheless, she has identified three priority areas for development. “I don’t think we’ve maximised our commercial potential yet.” The ambition is not merely to cement Leipzig among Germany’s traditional “big four,” but to rank within the top ten clubs in Europe. To that end, the club is expanding its global footprint.
“We have a tour of South Africa scheduled for later this year,” she notes, underscoring the desire for an international presence that stretches far beyond Saxony. Leipzig’s rise has always been controversial. Critics argue that the club’s rapid ascent, powered by Red Bull’s financial backing, clashes with the German football culture that values history and authenticity. Yet for a city in the former East Germany, a successful team can serve as a unifying beacon.
Haenni believes the club can ignite local passion: “There is huge potential to motivate fans, create a vibrant atmosphere in the stadium and grow our supporter base.” Season‑ticket prices have been frozen, a deliberate move to make the club more accessible. The women’s side also features in Haenni’s agenda. She acknowledges the perception that women’s football is costly, but counters that proper management can actually keep expenses reasonable. While she admits the women’s team is not yet the top priority, she affirms that investment will increase as the club’s overall finances improve.
Missing out on European competition last season was a blow to Leipzig’s sense of progress. That setback partly explains Haenni’s mandate: to steer the club back onto a winning trajectory. “We need to work on our DNA,” she says.
“I’m a firm believer in staying true to our philosophy – developing young, talented players, giving them a platform and then, when the time is right, selling them to the biggest clubs in Europe.” This model has served Leipzig well, but Haenni warns that the global market for emerging talent has become more competitive. “Many clubs are now hunting for youngsters, so we must sharpen our scouting and development processes.” One standout talent at the moment is Yan Diomande, a teenage winger who arrived from Leganés last summer and has already attracted interest from Premier League giants. Haenni describes him as “one of the most exciting players in the Bundesliga.” The club’s business model relies on selling such assets at peak value, and Haenni confirms the strategy will continue: “When a player joins RB Leipzig, they know this could be a stepping‑stone to a world‑class career, and we’ll facilitate that transition at the right moment.” However, the model is heavily dependent on Champions League participation. Diomande has yet to experience European football this season, and the lack of that exposure hampers both his development and the club’s revenue stream.
Haenni admits the financial impact of missing the Champions League is significant. “If we don’t qualify, we’ll have to be tougher on player sales during the summer.” Currently Leipzig sit third in the league and appear poised to return to the elite tier of European competition. Haenni hopes that a Champions League comeback will “inject more fire into the region” and catalyse the next phase of growth.
“We know we can expand; the question is how quickly we can do it.” When asked whether winning the Bundesliga is a realistic goal, Haenni is cautious but not dismissive. “There are different realities, investment models and financial capacities across clubs.” Yet she adds, “With the right structure, strategy, players, coach and staff, there’s always a chance.
The model does not preclude a championship.” If her vision materialises, Tatjana Haenni could indeed set RB Leipzig ablaze, turning the club into a beacon of both sporting excellence and progressive leadership.