CEO Peter Rinck founded Rinck Advertising in Auburn in 2001. Laura Rinck, his wife, is company president and his 94-year-old father, Larry, a seasoned advertising executive, recently joined the fold.

1. Describe a day in the life for you at Rinck.

Every single day is different in so many ways. I tend to take care of the business end of the company while Laura (my partner and wife) manages new business and current client work, so there is usually a period during the day where I am deep into the financials. But I also assist in client work and that may involve strategic reviews, creative reviews, project launch meetings and project wrap reporting. There are many meetings and then lots of “doing” that goes on during the day and sometimes into the night.

2. Do you have to genuinely like the person or business you’re marketing? Or find something to like/support about them?

One of the best parts of owning the company with Laura is we can choose who we work with. Early in my career, that was not the case. You got the assignment and did the work, whether you believed in it or not. Today, we absolutely like our clients and the services and products they bring to the marketplace. We also believe in the causes we market. And I think that everyone at Rinck believes this. We have a terrific group of clients that have put their faith in us and we work very hard to deliver results to them.

3. Policy or issue you’re following at either the state or national level, and what impact could it have on your business?

There are a couple of issues that I follow closely beyond the state economy. I follow all the issues and policies that could affect our clients. And there are others. One is the issue of higher education and its affect on our Maine talent pool. Our university system in the state is robust, but under pressure as a result of a natural population fluctuation (full disclosure: we provide marketing services to the University of Southern Maine). We desperately need our state educational systems to provide a robust education. We are a low-population state and so our talent resources are extremely valuable — and growing more scarce — especially as it pertains to IT and other digital professionals. The other item we are keeping a close eye on is the development of the Bates Mill project. This will prove to be a transformative project for this area.

4. If you received a $1 million grant tomorrow, no strings attached, what would you invest it in?

Almost certainly in space for the agency. We have outgrown where we are and are actively looking in the L-A area to expand. The employees have been very patient with the space we have, but now it’s gotten a little too tight for comfort. We have hired 10 people in the last 12 months or so and we are still hiring for a few key positions. We’re up to about 32 folks here now.

5. What sort of advice has your father given so far as chief inspiration officer that others might also draw inspiration from?

Be open. Be honest. Be transparent. Be fair. These were the four hallmarks of his long career, and I think they are some of the most important lessons we all can learn. Be open to new opportunities and ideas. Be honest. Because it’s always the right thing to do. Be transparent. People respect you when they understand your thinking. Be fair. What more can anyone expect than if you are as fair as you can be.

6. Three things from the “Mad Men” era you look back on wistfully:

It’s funny. When I got into the business in the late ’70s, early ’80s, it was still pretty “Mad Men.” Long lunches, expense accounts. That really changed around 1998-2000, when the business moved onto computers and the Internet grew so fast we were all scrambling to catch up. So looking back is an interesting exercise. I think the ’50s and ’60s were a time similar to now in many ways, with the rise of a new media (TV in the ’60s, the Internet and social media today). Today is every bit as exciting. But I suppose looking back at that time, what we miss now is the loss of “cool.” It was a stylish time. Dad dressed incredibly every day. He played bridge. He wore fedoras. When he traveled, or played golf, he dressed up, not down. He coached my Little League team dressed for today’s office. I would love to have an ounce of his “cool.”

Six Questions For The CEO is a monthly feature on the faces and names that keep business interesting. Contact staff writer Kathryn Skelton at kskelton@sunjournal.com