Tatjana Haenni broke new ground when she was appointed chief executive officer of RB Leipzig in December, becoming the first woman to hold the top‑level management position at any Bundesliga club. 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’s what truly matters.” She goes on to stress that Eta’s appointment is only the beginning of a broader transformation. “She is the first, but she won’t be the last.
With me at Leipzig, with Marie‑Louise in Berlin, and with several other women already occupying influential roles, we are witnessing a cultural shift that will only accelerate over time.” Being the pioneer inevitably brings a steady stream of questions about gender and capability. Haenni, now 59, meets those inquiries with a calm yet firm demeanor. “The conversation should focus on competence, not on gender,” she says, pointing to her own extensive leadership résumé that spans multiple continents and includes senior posts at UEFA, FIFA and, most recently, the National Women’s Soccer League in the United States.
Haenni argues that true innovation stems from diversity in the boardroom. “When you surround yourself with people who think alike, you miss out on alternative perspectives that can drive progress.
A balanced, inclusive decision‑making body helps you stay aware of what’s happening across the sport and beyond.” She notes that Leipzig already enjoys a relatively open and multicultural environment, which she believes will make the integration of more women into senior roles a natural evolution rather than a forced agenda. Her acceptance within the Red Bull football network was swift. She recalls an early phone call from Jürgen Klopp, who oversees global soccer operations for Red Bull, followed by a series of meetings that ranged from town‑hall gatherings and breakfast briefings with staff to discussions with the mayor of Leipzig, local politicians and representatives from football associations. These encounters helped her grasp the club’s pulse and the expectations of its broader community.
Haenni stresses that change does not mean a wholesale overhaul of Leipzig’s existing structures. “We need to be very respectful of what has been built and learn as much as possible before making any radical adjustments,” she explains.
Nevertheless, she has identified three priority areas where she believes the club can still grow. The first is commercial development: “I don’t think we have fully tapped our commercial potential yet,” she admits, hinting at new sponsorships, merchandising strategies and international marketing campaigns. The second focus is global outreach. Under Haenni’s stewardship, Leipzig is planning a tour of South Africa later this year, a clear signal that the club wants to expand its brand beyond the confines of Saxony.
“We want an international presence. It’s time to broaden our footprint, gain recognition both nationally and abroad, and attract fans who may have never heard of us before.” The third objective is fan engagement at home. Leipzig’s rapid rise has always been a point of contention among traditional German football supporters, many of whom prize history and authenticity above all. Haenni acknowledges this tension but believes the club can become a unifying force for the city of Leipzig, a city that still seeks a flagship sports institution.
“There is huge potential to inspire people, to create a vibrant atmosphere in the stadium, and to build a loyal fan base,” she says. In line with that vision, season‑ticket prices have been frozen to make attendance more affordable and to encourage broader community participation. The women’s side of the club also features in Haenni’s agenda. She is aware of the criticism that women’s football can be costly, but she counters that a well‑managed program is not necessarily more expensive than a mismanaged one.
“If you run it correctly, the costs can be comparable, and the social return on investment is substantial,” she argues, while also noting that the women’s team will need additional resources to compete at a higher level. Leipzig’s recent failure to qualify for European competition was a stark reminder of how fragile success can be.
Missing out on the Champions League for the first time since the club’s promotion to the top flight dealt a blow to morale and finances alike. Haenni sees this setback as a catalyst for change. “We have to revisit our DNA,” she says.
“Our philosophy has always been about developing young, talented players, selling them at the right moment, and reinvesting the proceeds. That model has served us well, but the global market for emerging talent has become more competitive, so we must refine our approach.” One of the standout talents currently on Leipzig’s roster is Yan Diomande, a teenage winger who arrived from Leganés last summer and has already attracted interest from several Premier League clubs.
Haenni describes him as “one of the most exciting players in the Bundesliga.” She explains that the club’s business model relies on nurturing such prospects, giving them a platform to showcase their abilities, and then transferring them when the timing is optimal. “When a player joins RB Leipzig, they know that the next step could be a move to a world‑class club, and that expectation drives both the player and the organization to perform at the highest level.” However, the reliance on Champions League revenue means that missing out has tangible financial repercussions. Haenni warns that failure to qualify would force the club to be more aggressive in the summer transfer market, potentially selling key assets at less favorable terms.
“The impact would be massive,” she says, underscoring the importance of returning to Europe as soon as possible. At present, Leipzig sits third in the league and appears poised to re‑enter the elite circle of European football.
Haenni hopes that a Champions League return will “ignite the region,” providing a boost not only for the club but also for local businesses and the city’s international reputation. She believes that sustained growth is achievable, provided the club maintains its strategic focus. When asked whether winning the Bundesliga is a realistic goal, Haenni offers a measured answer.
“Different clubs operate under different financial realities and investment models,” she notes. “That said, with the right structure, strategy, personnel and club culture, a championship is always within the realm of possibility.
It’s not excluded by our model, but it’s not something we can promise each season.” In summary, Tatjana Haenni’s tenure at RB Leipzig represents a blend of pioneering leadership, a commitment to diversity, and a clear-eyed business strategy aimed at both sporting and commercial success. By fostering an inclusive culture, expanding the club’s global reach, and continuing to develop and monetize home‑grown talent, she aims to rekindle the passion of Leipzig’s supporters and position the club as a lasting force in German and European football.