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. In recent conversations she has been asked about Union Berlin’s new manager, Marie‑Louise Eta. Haenni’s response is straightforward: “She has the credentials, and the club believes in her. That’s what truly matters.” She continues, “Marie‑Louise may be the first woman in that role, but she certainly won’t be the last.
With my own appointment, her presence in Berlin, and several other women occupying 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 these inquiries with calm determination, insisting that gender should never be the focal point.
“The conversation should center on competence and performance,” she says, pointing to her extensive leadership résumé that spans multiple continents. Haenyi’s background is impressive: a former Swiss international player, former senior official at UEFA and FIFA, and most recently the chief executive of the National Women’s Soccer League (NWSL) in the United States. She leverages this experience to champion diversity at the board‑room level, arguing that innovation thrives when a variety of perspectives are represented.
“If you cling to a single viewpoint, you miss out on developments happening elsewhere in the sport and beyond,” she explains. Yet she stresses that Leipzig already boasts a welcoming and diverse environment.
“I’ve encountered a club that is open and inclusive from day one,” she notes. Her integration into the Red Bull football family was smooth. 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.
Haenni emphasizes the importance of respect and learning rather than a wholesale overhaul of the club’s culture. Nonetheless, she has identified three priority areas for improvement, beginning with the belief that Leipzig has not yet maximised its commercial potential. The club’s ambition extends beyond domestic success. While the goal is to cement a place among Germany’s traditional “big four,” the broader vision is to rank within the top ten clubs in Europe.
Haenni highlights the upcoming South Africa tour as a step toward building a global footprint. “We want an international presence that transcends Leipzig and even the Saxony region,” she says, adding that expanding the club’s brand nationally and abroad is a timely objective. Leipzig’s rise in the Bundesliga has always been a point of contention among German football purists, who often value historic roots and authenticity above rapid success.
Yet the eastern city needs a flagship team, and RB Leipzig offers that possibility. Haenni believes the club can ignite local enthusiasm, creating a vibrant atmosphere inside the stadium.
To that end, season‑ticket prices have been frozen, and efforts are underway to broaden the fan base. The women’s side of the club also features in Haenni’s agenda. She acknowledges the common criticism that women’s football is costly, but counters that prudent management can keep expenses reasonable.
While she admits that the women’s team is not the immediate top priority, she affirms her commitment to its development. Missing out on European competition last season—an unprecedented setback since Leipzig’s promotion to the top flight—served as a catalyst for Haenni’s appointment.
“We need to re‑establish our DNA,” she declares. “Our philosophy has always been about nurturing young talent, being trend‑setters, and selling players at the right moment to fund further growth.” This model has historically paid off, but Haenni warns that the global market for emerging stars has become more competitive. “Other clubs are now hunting the same prospects, so we must sharpen our scouting and development processes.” One of Leipzig’s brightest assets at present is Yan Diomande, a teenage winger who arrived from Leganés last summer and has quickly attracted interest from Premier League giants.
Haenni describes him as one of the most exciting talents in the Bundesliga. The club’s business model relies on timing player sales to maximise value, and she confirms that this approach will continue.
“A young player joining RB Leipzig knows that the next step could be a move to a world‑class club, and that pathway is part of our identity.” However, this strategy is heavily dependent on Champions League participation. Diomande has yet to experience European competition this season, and both he and his peers will crave that exposure. The financial ramifications of missing out on the Champions League are significant.
“If we fail to qualify, we’ll have to be more aggressive in the transfer market during the summer,” Haenni admits. At present, Leipzig sit third in the league and appear poised to return to the elite tier of European football. Haenni hopes that a Champions League comeback will “inject fresh energy into the region” and usher in the club’s next growth phase.
She believes the organization can expand, noting, “Everyone knows we have room to grow.” When asked whether winning the Bundesliga is realistic, Haenni offers a measured response. “Different clubs have different financial realities and investment models,” she says.
“That said, with the right structure, strategy, personnel, and club culture, a championship is never out of reach.” If Leipzig can align those elements, Haenni is confident she will help set the club ablaze with success.