Tatjana Haenni made history in December when she was appointed chief executive officer of RB Leipzig, becoming the first woman to hold the top executive role at any Bundesliga club. Her appointment has sparked a wave of discussion about gender, leadership and the future direction of the club, especially as she recently commented on Union Berlin’s newly‑appointed head coach Marie‑Louise Eta. Haenni’s response was succinct and clear: “She is qualified and the club trusts her. That is all that matters.” She went on to stress that Eta’s appointment is merely the beginning of a broader cultural transformation within German football.
“She is the first one but she will not be the last. With me here, with Marie‑Louise in Berlin, and other women already occupying significant positions, the shift is already under way. Over time it will become the new normal.” Being the pioneer inevitably brings a flood of questions, many of which focus on gender rather than competence. Haenni, now 59, meets these inquiries with a calm yet firm stance.
“The conversation should not revolve around gender; it should revolve around quality,” she says, pointing to her extensive leadership résumé that spans several continents and includes senior roles at UEFA, FIFA and, most recently, as chief executive of the National Women’s Soccer League (NWSL) in the United States. Her experience underlines a core belief: diversity in boardrooms fuels innovation. “When you have a single‑sided perspective you lose sight of what’s happening elsewhere in the sport and in the world,” she explains. “A variety of viewpoints keeps us agile and forward‑thinking.” According to Haenni, Leipzig already embodies this openness.
“I discovered a very diverse and receptive club culture,” she notes, recalling an early phone call from Jürgen Klopp, the global football director for Red Bull, which signalled the organization’s willingness to embrace new ideas. Since then, she has participated in countless meetings – from town‑hall gatherings and breakfast briefings with staff to discussions with the mayor of Leipzig, local politicians and representatives from football associations. These interactions have helped her understand the club’s pulse and shape a strategic plan that respects tradition while pushing for progress.
Haenni’s approach is not about radical overhaul but about respectful evolution. She emphasizes listening, learning and building on existing strengths. Nevertheless, she has identified three priority areas where Leipzig can still improve.
The first is commercial exploitation: “I don’t think we have maximised our commercial potential yet.” The second focuses on expanding the club’s international footprint, illustrated by plans for a South‑Africa tour later this year. “We want an international presence,” Haenni says, noting that the club must think beyond Leipzig and even beyond the Saxony region if it hopes to become a globally recognised brand.
The third priority is fan engagement, especially in a city that has historically been divided over the club’s rapid rise. Leipzig’s ascent has always been a source of controversy in German football, where many fans value historic roots and authenticity above corporate‑driven success. Yet the city in eastern Germany needs a flagship club, and RB Leipzig offers that opportunity. Haenni believes the team can ignite local enthusiasm: “There is a lot of potential to motivate people, to set it on fire, to create a great atmosphere inside the stadium.” To that end, season‑ticket prices have been frozen and the club is actively seeking to broaden its supporter base.
The women’s side of the organization also receives Haenni’s attention. She acknowledges the common criticism that women’s football is costly, but counters that “if you do it right, it may not be as expensive as if you do it wrong.” While she admits that the men’s team remains the primary focus for now, she promises that the women’s squad will receive the resources needed to grow and compete.
Last season’s failure to qualify for European competition was a significant setback for Leipzig, marking the first time the club missed out since its promotion to the top flight. This disappointment partly motivated Haenni’s appointment; the board wanted a leader who could steer the club back onto a winning trajectory.
“We want to work on our DNA,” she says. “I’m a big believer that you have to go your own way. We have a philosophy, we have been trend‑setters with young, talented players, and we just need to get back on track and stay true to ourselves.” Developing and then selling home‑grown talent has been a cornerstone of Leipzig’s business model.
The club scouts promising youngsters, gives them a platform in the Bundesliga, and eventually transfers them to richer European clubs for a profit. Haenni acknowledges that this model is under pressure: “The global landscape has changed.
We are not the only club looking for young players. Many other clubs are doing the same now, so we have to get even better at it.” One of Leipzig’s brightest recent discoveries 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 amazing players in the Bundesliga.” While the club’s philosophy encourages players to view Leipzig as a stepping‑stone to world‑class status, Haenni stresses that timing is crucial. “We will keep selling at the right moment,” she says.
“If you join RB Leipzig, you know that the next steps in your career could lead you to the very top.” However, this talent‑development pipeline relies heavily on participation in the Champions League. Without the financial windfall and the exposure that comes with Europe’s premier competition, the club may be forced to adopt a tougher stance in the transfer market. “If we do not qualify, the impact is massive,” Haenni admits.
“We would probably have to be more aggressive in selling and transferring players during the summer.” At present, Leipzig sit third in the league and appear poised to return to the Champions League. Haenni hopes that a return to Europe will “put some more fire in the region” and usher in the next phase of growth for the club. She is cautiously optimistic about the ultimate prize: winning the Bundesliga. “There are different realities, different investment models, different financial capabilities,” she explains.
“But with the right structure, strategy, players, coach, staff and club setup, there is always an opportunity. I don’t think the model excludes a chance to win a championship.” In summary, Tatjana Haenni’s tenure at RB Leipzig represents more than a symbolic breakthrough for women in football administration.
It embodies a strategic push to diversify leadership, expand commercial horizons, nurture young talent, and reconnect with a fan base that has often been skeptical of the club’s rapid rise. By blending respect for Leipzig’s existing culture with a forward‑looking vision, Haenni aims to rekindle the club’s passion, secure European football and perhaps one day see the Red Bull‑backed side lift the Bundesliga trophy.