Twenty Years of Digital Innovation with Enrico Gulfi

The qualities required of a public-sector manager are not so different from those needed to steer a ship on the open sea: a firm yet flexible hand, the ability to read the signs ahead of time, and a clear idea of the course to follow. Enrico Gulfi knows this well. For twenty years he headed the City of Lugano’s Information Technology Division, and one of his passions is sailing.

Now a few weeks into retirement, Enrico—born and raised in Viganello—earned his degree in computer engineering at ETH Zurich. He began his career north of the Gotthard, spending a decade at Landis+Gyr Building Control, a multinational that supplied smart-building solutions for comfort and safety (later acquired by the Siemens Group), and at Fantastic Corporation, a broadband-content distributor. His first post even took him to the United States for a spell, living in Chicago.

What prompted you to return to Lugano from German-speaking Switzerland? When did you start working for the City?

It was 2003, and our first daughter was about to start school. My wife and I wanted the family to grow up in Ticino. I began as an external consultant. Later the City Council appointed me Deputy Director and eventually Director.

Since then, which technological change has surprised you most?

I joined the City shortly before the advent of the smartphone, which was truly disruptive—unlike the Internet, whose impact emerged more gradually. Within months we all had in our pockets a device that revolutionised the way we relate to other people and to the world, while spawning an entirely new app-based economic sector. Today—let me recall—roughly 70 % of the world’s population owns a smartphone, enabling virtually instantaneous global distribution of content and applications.

Of your twenty years of service, which project makes you proudest?

I’m proud of the Online Desk, launched in 2018. We were pioneers and had to be bold, proposing a solution centred on process automation. Digitisation is the only innovation that has imposed radical changes on how a public administration works—literally for centuries. The Administration has been relieved of time- and staff-intensive tasks, and residents can access many services 24/7. We systematically ask users for feedback, and 85 % rate the experience as good to excellent (with a 41 % response rate).

Are there other large-scale projects worth mentioning?

Recently we overhauled the City’s data network, which boasts more than 600 km of fibre and 400 devices. We built an infrastructure based on the Software Defined Network concept, allowing the 38-person Information Technology Division to manage network resources centrally and dynamically. An SDN overcomes the limits of a traditional network, in which every switch, router or firewall must be configured individually, making management harder and less flexible.

Speaking of revolutions, we have to talk about artificial intelligence. Are we ready for this challenge?

Once again, we’re dealing with something disruptive. The first time I tested ChatGPT I was stunned. Public bodies will have to decide where AI can—and cannot—be used, including internally, legislate accordingly and avoid being too late. The opportunities are enormous, as we see in private companies that employ AI to support decision-making and daily tasks. But the risks are equally significant. Think of the first cases of fraud carried out with generative tools: a phone recording of only a few seconds is enough to clone a voice.

Is cyber-crime really a huge problem for public authorities, or is there some alarmism?

The threat is real. All public administrations are in hackers’ sights. Unfortunately, both the number of attempts and their success rate continue to rise sharply, and there is no sign of any slowdown. We must stay alert and invest constantly in prevention and staff training, because the user remains the weakest link in the chain.

Has this long experience left you with a particular life lesson?

Even in a hyper-technological society, people are what count in the end. It’s the qualities of our staff that determine whether a project succeeds. In my role I was a facilitator; I invested in the competences of colleagues in every role, in a sector that demands ever-greater specialisation. Human contact—conversations, meetings—will be what I miss most.

What advice would you give a young person thinking of working in IT today?

Aim for an education that provides a particularly solid theoretical foundation. In no field do changes come faster than in computing. Without a proper grounding, practical know-how can become obsolete overnight and you risk being left out of the job market. An IT professional must be curious, alert to new developments, and eager to experiment continuously.

Do you think your relationship with technology will now change? Will you test it in other areas?

No, I don’t think it will change that much. As I said, I plan to keep up with the times and apply technology to my passions, which I can now devote more time to. At 50 I earned my skipper’s licence, and whenever I can, I sail in the Mediterranean and the Atlantic. Navigation and weather-forecasting software have truly transformed this unique experience. I’m also a supporter of the Swiss Hiking Trails Association (Schweizer Wanderwege) and an avid hiker—there are fantastic apps in this field too, especially in Switzerland, and they’ve become indispensable.

Do you have a hobby that is totally analogue?

For several years, whenever I travel I practise urban sketching—drawing live urban scenes, architecture and everyday moments in a city. Urban sketchers tell the story of the world in their sketchbooks, capturing the essence of place in real time. I also often enjoy water-colour painting.

We mentioned your family at the beginning; now you’ll have more time for them. Has it grown in the meantime?

Yes. I started working for Lugano as a young father and now I’ve retired just a few months after becoming a grandfather for the first time! It’s a great privilege.