Tatjana Haenni made history in December when she became the first woman to take the helm as chief executive of a Bundesliga side, joining RB Leipzig. In recent conversations she was asked about Union Berlin’s newly appointed manager, Marie‑Louise Eta. Haenni’s response was succinct: “She has the credentials and the club trusts her – that’s what truly matters.” She went on to stress the broader significance of Eta’s appointment: “She is the pioneer, but she 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 cultural shift that will only accelerate over time.” Being the first often means fielding countless questions.
At 59, Haenti meets these inquiries with a blend of patience and resolve, insisting that gender should never be the focal point. “The conversation should revolve around competence and results,” she says, pointing to her extensive leadership résumé that spans multiple continents. Haenni’s résumé is impressive: a former Swiss international footballer, 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 uses this experience to champion diversity at the board‑room level.
“Innovation thrives when you gather a spectrum of viewpoints. If you cling to a single perspective, you quickly lose sight of developments happening elsewhere in the sport and beyond.” According to Haenni, RB Leipzig already embodies that openness. “I’ve found a club that is genuinely diverse and welcoming.” Her acceptance by the organization was swift.
She recalls an early phone call from Jürgen Klopp, who oversees global football operations for Red Bull, followed by a flurry of meetings—town‑hall gatherings, breakfasts with staff, discussions with the mayor of Leipzig, local politicians and representatives from football associations. Haenni emphasizes respect and learning over radical overhaul. Nonetheless, she has identified three priority areas that need attention, beginning with commercial growth. “We haven’t yet tapped the full commercial potential of the brand,” she admits.
The ambition extends beyond domestic dominance. While the club’s short‑term goal is to cement a place among Germany’s traditional “big four,” the longer vision is to rank within Europe’s top ten. To that end, Leipzig is expanding its global footprint.
“We have a tour of South Africa scheduled for later this year,” Haenni notes, underscoring the desire for an international presence that transcends the city of Leipzig and the Saxony region. RB Leipzig’s rise has always been polarising. Critics often argue that the club’s rapid ascent, fueled by Red Bull’s financial backing, clashes with the German football culture that prizes heritage and authenticity.
Yet for the eastern city, Leipzig offers a rare opportunity to become a footballing heavyweight. Haenni believes the club can ignite local enthusiasm: “There’s enormous potential to energise supporters, create a vibrant atmosphere in the stadium, and broaden our fan base.” She mentions that season‑ticket prices have been frozen as part of a strategy to attract more spectators. The women’s side also features in her agenda. Haenni acknowledges the common criticism that women’s football is costly, but she counters that prudent management can keep expenses reasonable.
“If you run it correctly, it isn’t necessarily more expensive than a poorly managed men’s program,” she says, while admitting that the men’s first team remains the primary focus. Missing out on European competition last season—a first setback since Leipzig’s promotion to the top flight—served as a wake‑up call. Haenni sees this as a catalyst for rebuilding. “We need to revisit our DNA.
I’m convinced that staying true to our philosophy—developing young, talented players—will get us back on track.” The club’s model has long involved nurturing prospects and then selling them to richer European clubs for profit. “That approach has served us well and will continue to be a cornerstone of our strategy,” she affirms. However, the global talent market has evolved.
More clubs now scout aggressively for emerging stars, raising the competition for signings. Haenni stresses the need for Leipzig to sharpen its scouting and development processes.
“We have to become even better at identifying and polishing talent,” she says. One of the brightest recent discoveries is Yan Diomande, a teenage winger who arrived from Leganés last summer.
His rapid progression has attracted interest from several Premier League giants, and Haenni lauds him as one of the Bundesliga’s most exciting prospects. While Leipzig’s business model relies on eventually transferring such assets, she assures fans that sales will be timed wisely.
“A young player joining RB Leipzig knows that the club can be a springboard to a world‑class career.” European competition remains crucial for player development and financial health. Diomande, despite his talent, has yet to experience Champions League football, which Haenni believes is essential for his growth. She warns that failing to qualify for the Champions League would have “massive” repercussions, likely forcing the club to be more aggressive in the summer transfer market. Currently, Leipzig sits third in the league and appears poised to return to the elite tier of European football.
Haenni hopes that a Champions League return will “rekindle the fire in the region” and usher in a new phase of growth. While she stops short of guaranteeing a Bundesliga title each season, she acknowledges that different clubs operate under varying financial realities.
“With the right structure, strategy, personnel and club culture, there’s always a chance to compete for the championship,” she concludes, adding that such a triumph would truly set the club ablaze.