Executive recruiter Rockpools has joined forces with a global executive search and selection firm Tardis Group.

The deal gives Rockpools access to Tardis’s global markets, with offices in Sydney, Tokyo, London, Hong Kong, New York and Dubai.

The agreement follows a management buy-out at Rockpools from the Pinnacle Regeneration Group, which will retain the interim management element of the business under the deal. Tardis Group, specialises in executive search and selection for the investment banking, IT, pharmaceutical and environmental industries.  
 

Rockpools management retains 49% ownership of Rockpools, while Tardis will own 51%.

Balvinder Sangha, managing director of Rockpools, says: “The venture is a win - win for both companies, with Rockpools increasing its search and selection offer to a much wider market, whilst Tardis is able to extend its brand.

“The deal provides Rockpools with a great opportunity to build on our excellent brand, increase our offer to our clients and candidates and enter new markets. We have over the past six months reviewed our business, restructured  and are now in a much stronger position to respond to the radical and ongoing change that will affect the public sector over the coming years, which will clearly be shaped by global trends, transforming the way our clients are led and managed.”
 
Neil MacLean, group managing director of the Tardis Group, says: “We are confident that this partnership will help enhance the service we provide to our clients, whilst giving us the opportunity to diversify our brand as we enter new markets. We look forward to working with Rockpools in its growth and development to achieve its aspiration of becoming a global leader in public sector recruitment.”
 
Perry Lloyd, group chief executive of the Pinnacle Regeneration Group, says: “Over five years Rockpools has developed into a market leader in executive recruitment and professional development, particularly in the public sector.

“More recently, Rockpools has been looking to develop into more diverse markets, outside Pinnacle’s normal sphere of operations, so we felt this could be best achieved by a healthy parting from our group of companies.”