Two years ago, the preparations for the UEFA Women’s Euro 2025 were humble, with chairs borrowed from a furniture shop in downtown Bern just the night before their launch event. Fast forward to last summer, when the tournament saw sold-out stadiums across Switzerland. This transformation is a testament to the dedication and strategy behind the event.
Doris Keller, the tournament director, often reflects on a poignant moment from the opening match. It wasn’t the grand ceremony or the cheering crowds that stood out most, but rather the quieter moment as she sat in the tribune, witnessing the Swiss national anthem being played. This was the culmination of years spent advocating for women’s football, a moment where her vision became tangible.
“Before it, I always had one goal – to deliver,” Keller said. “I didn’t really put too much time into what role I have. I just wanted to deliver the perfect tournament. But there, what we achieved – that moment sitting in that tribune – that was definitely special.”
The tournament not only filled stadiums but also shifted perceptions, leaving a lasting impact on Swiss football. In a recent conversation for International Women’s Day 2026, Keller discussed the importance of leadership and legacy in the context of women’s sports.
Building Momentum Before the Spotlight
The groundwork for the tournament began long before the official promotion campaign launched. Keller took the initiative to travel to various events, focusing on educating journalists and engaging with local communities, even when the tournament was still largely unknown.
“I started this process quite early. I went to every event I could to educate people,” she reflected. “For me, maybe the outcome at that early stage wasn’t so frustrating, given that I’d already been facing the same audience – not knowing, but still judging women’s football and comparing it with men’s. They hadn’t yet realized the opportunity.”
This phase of education was critical and often underestimated. PACE, a partner in the tournament’s promotion, joined early enough to help craft the narrative. Their commitment to women’s sports was essential, as they aimed to create a unique identity for Euro 2025 rather than simply mirroring men’s football.
Overcoming Initial Challenges
The launch event on International Women’s Day 2024 was a stark reminder of the challenges ahead. With chairs borrowed from a designer shop, the media turnout was limited, revealing a significant gap in awareness about women’s football, even among those who were key figures in the sport.
“That revealed to me the size of the education gap,” said Anni Hofer, senior event marketing lead at PACE. “We all thought – this is worse than we expected. We need to rethink where we put our energy.”
For Keller, this was not entirely surprising, as she had been working to bridge this gap for months. The promotion needed to extend beyond traditional media to involve communities, local clubs, schools, and ambassador networks to ensure every stakeholder understood that they were not signing up for a men’s event with a different badge.
Unexpectedly, when the Federal Council declined a request for full public funding, the ensuing media coverage turned the Euro 2025 into a national conversation, which was a pivotal moment for visibility and support.
Creating a Safe and Welcoming Environment
Keller emphasized that fan safety was paramount in shaping the tournament experience. “Fans in women’s football are, I think, sometimes more crucial than in men’s football – because in men’s football, you know you’re going to sell out,” she explained. “In women’s football, you’re not automatically there. You have to give them a safe space.”
This focus on safety extended to every aspect of the fan journey, including public transport routes and the stadium environment. The goal was to ensure families felt comfortable attending matches together.
Ticketing strategies also played a crucial role. Flexibility in selling tickets before the knockout stages and providing a live exchange platform proved effective in maintaining engagement and accommodating fans. Keller noted that this adaptability was one of the tournament’s strongest assets.
“It was important that we were more flexible on buying and exchanging tickets. And there was a lot of traffic on that exchange platform,” she said. “I sometimes even put something up myself – and they went quickly.”
Once inside the stadiums, the atmosphere was overwhelmingly positive, with no significant negative press. This encouraged a growing energy and demand for the matches.
The Distinction Between Hype and Momentum
The tournament generated considerable hype, as evidenced by sold-out stadiums and national headlines. Keller observed children enthusiastically debating which women’s player’s name they wanted on their shirts. “For a kid, it doesn’t really matter if it’s a boy or a girl,” she pointed out. “They’re just massive fans of players.”
This moment highlighted the core purpose of the tournament—transforming football into an inclusive sport beyond gender distinctions. Though, Keller stressed that hype does not equate to lasting momentum. “Hype is loud,” she noted. “But it’s very exhausting. Momentum is what you do out of that hype. And I’m not so sure we were really ready.”
Structural changes, such as clubs forming girls’ teams and brands committing to women’s sports year-round, were critical but often reactive rather than proactive. “A lot of clubs would say they had no requests for girls’ teams,” Keller added. “But you don’t have more requests because you don’t offer anything.”
Sustainable Leadership in Sports
Keller’s approach to leadership during the tournament was marked by clarity and open communication. She successfully led a diverse, multinational team through one of the largest women’s sporting events in European history without causing burnout.
“Everybody knew exactly what their job was,” she recalled. “That’s very important – to be efficient and to deal with pressure.” Her leadership philosophy was shaped by personal experiences, including a hospitalization that made her reassess her well-being and priorities.
“I always attempt to protect my colleagues,” Keller said. “But it doesn’t mean I protect myself. And I sometimes forgot to look after myself.”
This reflection on sustainable leadership was a fitting theme for International Women’s Day 2026, emphasizing the need for equal opportunities in sports.
“When women’s sports thrive – the world wins,” Keller concluded, underlining the importance of continued support for women’s sports beyond the tournament.
