Andrew Tallents

Trusted Advisor | Self-Coaching Expert | Conscious Leadership Coach | Author | Motivational Speaker | Podcast Host

I help CEOs and Founders accelerate profit, purpose and performance—by transforming how they lead themselves and their teams.

For over 30 years, I’ve worked with ambitious leaders across the globe as they focused on building self-led, high-performing boards and leadership teams.

CEOs and Founders come to me when they:

Want to scale sustainably without burning out

Need their leadership team aligned and moving fast

Seek an experienced thought partner to help them think clearly


Our work together is practical and transformative. Whether through high-impact executive coaching, strategic workshops, team alignment programmes, or keynote speaking, I bring clarity, courage, and challenge to leaders who are serious about results—both personal and professional.

I'm also the author of Self-Coaching for Leaders and the creator of a growing AI-powered self-coaching movement. My approach blends insight with action, helping leaders get out of their own way so they can unlock performance in others.

If you're a CEO or Founder scaling a team, preparing for investment, or navigating complexity at the top—let’s talk.

Climate Coaching Alliance Member

The Tallents Partnership works with business leaders around the world to improve the leadership capability of their boards and senior management teams. Offering a consultative approach, we deliver a variety of world class human capital solutions through a team of experienced consultants. The Tallents Partnership believes in serving its clients at a local and global level.

✉ andrew@tallents-partnership.com
✆ +447971410954 

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Founder | Executive Coach | Leadership Coach | Board Evaluation |High Performance Teams | Coaching | Self-leadership | Cognitive Diversity| Leadership Coaching | Leadership Development

The New Bootroom

At the New Bootroom we look at individual, team and organisational performance from a new angle; from the perspective of exploring, managing and exploiting uncertainty – where and how it manifests itself, its impact, how we can manage and exploit it and how we can use a better understanding of it to drive better decisions and outcomes.  

In all our decisions, actions, processes and behaviours we interact in a multi-dimensional dialogue with uncertainty, known and unknown, conscious and subconscious. That uncertainty, and how effectively we manage it, represents a real source of opportunity and value.    

The New Bootroom works across industries and sectors on a retained and project specific basis, bringing expertise, advice and support to individuals, teams, business units and organisations as they seek to manage uncertainty and positively affect their own performance. 

The New Bootroom is currently fully retained by clients. However; curiosity defines us and it's always good to talk. We’d be delighted to shoot the breeze and discuss any and all thoughts, ideas or questions. Who knows where it could lead. 

We’re also aware that not everyone can afford to buy in help, often those that need it the most. So, we always keep some time available to provide whatever support we can in any way we can for those most in need, for free. Just call us. It’s nice to be nice!

Principal

Rabobank

Chief Executive Officer and Country Head responsible for developing and delivering the UK strategy and operations of Rabobank. Accountable for the full service operation of c.600 staff covering commercial activity, operations, support areas (Risk, HR, Finance, Compliance) and providing global, regional and local coverage. 

The UK operation is a hugely diverse and dynamic one; a constant flow of opportunity and challenge, stakeholders on and offshore, internal and external and in highly regulated, high profile sector undergoing significant transition. 

The UK organisation also transitioned from being the leadership and administrative hub of a stand alone Europe Region covering 8 separate jurisdictions to being one of the largest and most complex branches globally housed within an enlarged Europe & Africa Region with its management and administrative centre in NL. 

Re-positioning the UK identity, transforming its focus, rebuilding a new local leadership team, optimising the way of working and, most of all, revitalising the client proposition after many years as a 'hub', formed the priorities of the early months. Establishing a data informed and people led organisation with a focus on client value, leadership and genuine performance metrics was key.

Chief Executive Officer, UK

Senior executive responsible for the 2nd line of responsibility risk management function throughout the European Region (comprising UK, Ireland, France, Spain, Belgium, Italy, Germany and Turkey) covering operational, credit, asset/liability, market, enterprise and strategic risk. 

The role covered a critical period of internal reorganisation as well as the emergence of significant externalities such as Brexit and the onset of Covid Pandemic, creating a unique and extraordinary test of leadership and management capabilities, strategic and operational thinking, resilience, decision making and stakeholder management (internal and external). 

Through this period we successfully established a new CRO division, re-positioned risk responsibilities and focus, delivered a new global Risk Control Framework, led and successfully supporting the transition to a full remote working environment, completing post-Brexit Third Country Branch license processes whilst simultaneously providing unbroken support to our colleagues and clients dealing with unprecedented Covid impacts.

SMF 21/4, Chair of Risk Mgmt Committee, Chair of Impairments Committee, Chair Operational Performance Committee, Chair European Credit Committee (with independent delegated authority) and Chair of Board of Directors Rabobank A.S (Turkey subsidiary). Member of Asset Liability Committee, Executive Committee Europe and Global Risk Mgmt MT Wholesale & Rural.

Chief Risk Officer, Europe

Established the inaugural European Risk Management Unit, positioned to provide strategic insight and decision support regarding the credit portfolio of the European Region. The unit specifically provided advice, support and guidance on the early identification and subsequent management of potentially at risk and/or deteriorated but not yet distressed credits.

The unit worked closely with client relationship managers, credit and risk analysts, restructuring teams, credit and portfolio decision makers, external advisors and research and insight providers. By curating, connecting and assessing single name, industry, macro economic and portfolio data in what was a unique approach the unit was able to create a picture of the true drivers of current and emerging portfolio risks to create insights and decision support information that enabled ‘best outcomes’.

Identifying several previously unknown risk points across the portfolio allowed for various early interventions, creating valuable conversations with clients and for the organisation.

The role required and developed strong communication and story-telling skills; an ability to project the positioning and value of a newly formed unit so it became accepted and appreciated, an ability to project often complex or early stage risk identifiers as inputs to decision making and an ability to be consistent and aware of key stakeholder messaging.  The role leveraged and further developed a real passion for understanding underlying dynamics, applying system thinking and for creating insights, providing support and understanding decision making requirements in an incompleteenvironment.

Head European Risk Monitoring

Responsible for the detailed risk assessment and advice relating to a global portfolio of structured finance exposures across a range of underlying asset classes including commercial and residential mortgage backed securities, collateralised loan and debt obligations (cash and synthetic), securitisations, receivable and asset based financing structures, structured investment vehicles and other bespoke financing arrangements.

With the emergence of the financial crisis, structured finance portfolios came under severe stress; reporting weak performance, negative revaluations, suffering asset class contagion and coming under significant management and regulatory scrutiny. Developing rapid risk evaluation tools and frameworks, enhancing transparency and providing objective insights and recommendations for risk management to senior stakeholders was critical in ensuring an in-control environment.

Structured Credit, GFM Risk Mgmt

Analyst and buy-side role identifying, analysing and acquiring traded asset backed securities. Asset were funded via CP funded vehicle and held to maturity. Asset class coverage was wide, ranging from US RMBS through to UK/European RMBS, CMBS, whole business securitisations and CDO (cash/synthetic) refencing loans and other debt obligations.

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