Tatjana Haenni made history in December when she became the first woman to take on the chief executive role at a Bundesliga club, joining RB Leipzig as its CEO. In recent interviews she has been asked about Union Berlin’s new manager, Marie‑Louise Eta, and Haenni’s response was both succinct and powerful: “She is qualified and the club trusts her.
That’s all that matters.” Haenyi sees Eta’s appointment as part of a broader cultural shift that is already under way in German football. “She is the first, but she will not be the last.
With me here, with Marie‑Louise in Berlin, and with other women occupying influential positions, we are witnessing a real transformation. Over time it will become the new normal.” Being the pioneer inevitably brings a flood of questions, and Haenyi, now 59, meets them with a calm yet firm demeanor. She stresses that gender should never be the focal point of any discussion about leadership. “The conversation should be about competence, not about whether someone is a man or a woman.” Drawing on a résumé that spans several continents, she points to her extensive experience in senior roles at UEFA, FIFA and most recently as the chief executive of the National Women’s Soccer League (NWSL) in the United States.
For Haenyi, diversity in the boardroom is not a buzz‑word but a strategic necessity. “Innovation thrives when you have a mix of perspectives.
If you are locked into a single point of view, you lose sight of what’s happening elsewhere in the sport and in the wider world.” She observes that RB Leipzig already exhibits a surprisingly open and varied culture. “I have found a club that embraces diversity and is willing to listen.” Her acceptance within the organization was swift. She recalls an early phone call from Jürgen Klopp, who oversees Red Bull’s global football portfolio, followed by a series of meetings that ranged from town‑hall sessions with staff to breakfasts with the mayor of Leipzig, local politicians and representatives from the German football association.
“Respect and a willingness to learn are essential,” she says, adding that her mandate is not to overhaul the club overnight but to guide a steady, thoughtful evolution. Haenyi has identified three priority areas where she believes Leipzig can grow. The first is commercial potential, which she feels has not yet been fully tapped.
“We have a strong brand, but we haven’t maximised our revenue streams,” she explains. The second focus is expanding the club’s international footprint. She points to the upcoming South Africa tour as a clear signal that Leipzig wants to be recognised beyond the borders of Saxony and even Germany.
“We want an international presence, we want to be known across Europe and beyond,” she says. The third pillar of her strategy is fan engagement.
Leipzig’s rise to the Bundesliga has always been controversial; many traditional supporters in Germany value historic clubs and view RB Leipzig’s rapid ascent with suspicion. Haenyi believes the club can change that perception by creating a vibrant atmosphere inside the Red Bull Arena. “There is huge potential to inspire the local community, to light a fire in the stadium, to make match‑days unforgettable.” To that end, season‑ticket prices have been frozen and the club is actively working to broaden its fan base. Women’s football also features in her agenda.
While she acknowledges that the women’s side of the club often faces criticism for being costly, she argues that a well‑run program can be financially sustainable. “If you do it the right way, it’s not as expensive as people think,” she notes, emphasizing that investment in the women’s team should be seen as a long‑term commitment rather than a short‑term expense. Leipzig’s recent failure to qualify for the Champions League was a stark reminder of how fragile success can be.
Missing out for the first time since the club’s promotion to the top flight dealt a blow to morale and to the club’s financial plans. Haenyi sees this setback as a catalyst for change.
“We need to revisit our DNA,” she says. “We have always been a club that nurtures young talent, sells players at the right moment and reinvests the proceeds.
That model has worked, but the global market is now more competitive. We have to get even better at scouting, developing and timing our transfers.” One of the most promising talents on Leipzig’s roster is Yan Diomande, a teenage winger who arrived from Leganés last summer and has already attracted interest from Premier League giants.
Haenyi describes him as “one of the most exciting players in the Bundesliga today.” She reiterates that the club’s business model relies on selling such assets at the optimal moment, but she also stresses that this approach hinges on regular Champions League participation. “If we miss out, the financial impact is massive.
We would have to be more aggressive in the transfer market, which could compromise our long‑term strategy.” Currently sitting third in the league, Leipzig is on track to return to the elite European stage. Haenyi hopes that a Champions League comeback will “inject more fire into the region” and usher in a new era of growth for the club. When asked whether winning the Bundesliga is a realistic goal, she offers a measured response.
“There are different realities, investment models and financial capabilities across clubs. That said, with the right structure, strategy, players, coach and staff, any club can dream of a title.” In summary, Tatjana Haenyi’s tenure at RB Leipzig is defined by three core themes: fostering diversity and innovation, expanding commercial and international reach, and deepening the connection with fans while maintaining a sustainable model built on youth development. Her leadership marks a significant cultural shift in German football, proving that when competence and vision are placed at the forefront, gender becomes a secondary consideration.
As Leipzig continues its ascent, Haenyi’s influence will likely be remembered as the spark that reignited the club’s ambition and set it on a path toward both domestic and European prominence.