Erica Bassford image

Erica Bassford

Erica Bassford, Engagement Leader

MEng (Manufacturing Engineering & Management), CEng, MIET, MA (Industrial Relations & Personnel Management), Chartered CIPD

Industry Experience:
Pharmaceutical Manufacturing, Food Manufacturing, Metal Processing (casting, welding, machining and assembly), Plastics Manufacturing.

Prior Employment:
Widney Cabs (Manufacturing Director), The Amtico Company (Global Planning & Logistics Manager), The Amtico Company (European Manufacturing Manager), Yale Security Products (Manufacturing Manager),

LI Europe Improvement Projects:
Pharmaceutical Manufacturing
Confectionary Manufacturing
Fresh Produce Packing
Seafood Processing
Meat Processing
Ambient Bakery
Metal Processing

Highlight of LI Europe working life:
“Every day is a new challenge and with it a chance to personally develop. I find the work rewarding in many ways but above all I get a buzz from making a positive impact on a business within days of starting a workshop. Beyond the financial improvement, working closely with the workshop members and seeing their development is personally rewarding.”





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Inspiring the people in our business to understand how they can improve and the business can therefore develop, is an important building block in our drive for improving efficiency within our business. Engaging everyone in the business to realise that we can be better and any little improvement drives down to the bottom line. This has been seen both in the way the staff have engaged and enjoyed the experience and the evidence of reduced costs has helped the business to become more efficient. This process never stops but it is the tools that have been developed by LI Europe that has allowed us to deliver this important work at both our potato pack houses.

Fraser Scott, Head of Farming Operations Arable/Potatoes

Firstly, Reckitt Benckiser and LI pulled together to improve efficiency levels and there was a focus on both external and internal resources. Before LI arrived efficiency was not good. Secondly, there was good methodology and training using operators to support its implementation. Thirdly, there was daily and hourly focusing on performance. Since LI left, improvements have been sustained.

Bart Derde, Supply Projects Director (Europe), Reckitt Benckiser