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 interviews she was asked about Union Berlin’s newly appointed head coach, Marie‑Louise Eta. Haenni’s response was succinct and confident: "She has the credentials, the club believes in her, and that’s what truly matters." Haenni sees Eta’s appointment as a sign of a broader cultural transformation within German football.
"She may be the first, but she certainly won’t be the last. With my presence here, Marie‑Louise’s role in Berlin, and several other women occupying influential positions, we are witnessing a genuine shift. Over time this will become the new norm." Being the pioneer inevitably brings a flood of questions, and Haenni—now 59—handles each inquiry with a blend of patience and resolve. She insists that gender should never be the focal point; performance and competence must be.
"It should be about the quality of work, not the gender of the person doing it," she asserts, pointing to her own extensive leadership résumé that spans multiple continents and includes senior roles at UEFA, FIFA and, most recently, as chief executive of the National Women’s Soccer League in the United States. Haenni argues persuasively for greater diversity at the board‑room level.
"Innovation thrives when you bring together a variety of perspectives. If you are stuck in a single‑sided mindset, you lose sight of developments happening elsewhere in the sport and the world," she explains. Yet she stresses that this isn’t a theoretical ideal for Leipzig; the club already boasts a fairly inclusive and open culture. "From my experience, the organization is already quite diverse and receptive to new ideas," she says.
Her credibility was quickly recognized by senior Red Bull officials. A phone call from Jürgen Klopp, who oversees global soccer operations for Red Bull, was 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. Haenni emphasizes the importance of respect and learning, rather than a wholesale overhaul of the club’s operations. Nevertheless, she has identified three strategic pillars that need sharpening.
The first is commercial growth: "I don’t think we have fully tapped our commercial potential yet." The second focuses on expanding the club’s international footprint, exemplified by plans for a South‑Africa tour later this year. "We want an international presence that goes beyond Leipzig and even beyond Saxony," Haenni explains.
The third pillar is fan engagement, with a particular emphasis on building a larger, more passionate supporter base. Leipzig’s rise has always been a polarising story in German football.
Critics often argue that the club’s rapid ascent, fueled by Red Bull’s financial backing, clashes with the German football culture that prizes historic roots and authenticity. Yet for a city in the former East Germany, a successful top‑flight team offers a source of pride and a rallying point. Haenni believes the club can ignite that local enthusiasm: "There is huge potential to motivate people, to create a vibrant atmosphere in the stadium, and to keep season‑ticket prices affordable while expanding our fan base." The women’s side of the organization also features in Haenni’s agenda. She acknowledges the common perception that women’s football is costly, but counters that a well‑managed program can be financially sustainable: "If you do it right, it may not be as expensive as people think." While she admits the women’s team is not the top priority at the moment, she promises continued support and investment.
Leipzig’s recent failure to qualify for European competition—a first since the club entered the Bundesliga—served as a wake‑up call. Haenni sees this setback as a catalyst for refocusing on the club’s DNA: a commitment to developing young talent, playing an attractive brand of football, and operating as a trendsetter in the league. "We have always been a club that discovers and nurtures promising players, then sells them at the right time to the biggest clubs in Europe. That model has served us well, but the global market is now more competitive," she notes.
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 giants. Haenni describes him as "one of the most exciting players in the Bundesliga today." She reiterates that the club’s business model—selling top prospects after they have developed—remains unchanged, but it must be executed with precision, especially given the financial implications of missing out on Champions League revenue.
"If we don’t qualify for the Champions League, we will have to be more disciplined in the transfer market during the summer," she warns. At present, Leipzig sit third in the league table and appear poised to return to the elite tier of European football. Haenni hopes that a Champions League comeback will inject additional energy into the region and propel the club into its next growth phase. "We can grow, and everyone knows we have the capacity to do so," she affirms.
When asked whether winning the Bundesliga is a realistic target, Haenni offers a measured response. "Different clubs have different financial realities and investment models. That said, with the right structure, strategy, coaching staff, and player recruitment, a championship is always within the realm of possibility.
It doesn’t exclude us from dreaming about a title." In summary, Tatjana Haenni’s tenure at RB Leipzig is defined by a blend of pioneering spirit, strategic commercial ambition, and a deep commitment to fostering diversity and youth development. Her leadership aims to solidify Leipzig’s status not only as a top‑four German club but also as a respected contender on the European stage, while simultaneously championing a more inclusive and innovative football culture.