A snapshot of success and future-readiness to help leaders rise to be healthy, wealthy and wise.
“Most people overestimate what they can do in one year and underestimate what they can do in ten.” — Bill Gates
“And we grossly underestimate what we can do in a lifetime.” — Jason Humphreys Kinte, Microsoft Canada (1998–1999, 2002–2004), founder of Toronto Poets (2002–2010), the Increase the Peace campaign (2002–life), the Dream Decade Challenge (2010–life), PensPowerClub.com (2011–Present), ThinkPhreely.net (2021–Present), Principal at PhreedomAcademy.com (2022–Present), and President of Dream Livers Club Inc. (2018–Present).
Barack Obama once said that most “men are either trying to live up to their father’s expectations or make up for their father’s mistakes.” My father, Bernard Humphreys, was a genius scholarship winner from Antigua who also completed his Bachelor of Commerce in Toronto, working in EdTech like me—he was an auditor at DeVry Institute of Technology. When he was in Antigua, he was such an academic star that people used to say they’d read about him in the newspapers, that he’d be prime minister of Canada one day. But he was not entrepreneurial. When he was laid off in his 40s, he intended to drive a taxi in between jobs, but he never landed another auditing job. He fell behind on computer skills and never hired himself. That led to 25 years of underemployment, depression, and eventually divorce. He tried to end his life twice and passed away on November 27, 2014, with me at his hospital bedside, due to pneumonia after signing a do-not-resuscitate order. Watching his decline burned into me the cost of not staying current with technology and not being able to hire yourself.
In 2002, while working at Microsoft Canada and campaigning for the 21st Prime Minister of Canada, Paul Martin, I started Toronto Poets and the Increase the Peace campaign. We hosted over 100 events of talent, talk, and teaching until 2010, registering Toronto Poets as a non-profit corporation in 2007. Three years later, on January 1, 2010, I wrote my Dream for the Decade: get our show, Saturday Night Love, on TV. Dreams require action—so we moved from partner restaurants to the George Ignatieff Theatre at the University of Toronto for bigger monthly shows.
By April—our 4th monthly show—an Asian program on Toronto’s multicultural station televised it for phree! A 120-month dream arrived in four. I realised I’d been dreaming too small, so I aimed to travel the world. With no funding or time, I sold my house—at 33 having to move back in with my mom. I paid off over $25,000 of Toronto Poets’ show debts, closed Toronto Poets, and in 2011 launched PensPowerClub.com as a for-prophet (for-profit company founded by a prophetic scholar, lol) sole proprietorship. I devoured books like Think and Grow Rich and Rich Dad Poor Dad (now two of 100 books on our “Who’s the Best” PensPowerClub book list).
In 2016, I bought the Phreehouse in my hometown of Pickering, Ontario, for $512,000, rented upstairs, and lived in the basement while working at Fleet Complete in Customer Success (2012–2018). I was paid to hire staff and train them in Jamaica as Senior Customer Success Specialist, among other initiatives, before I retired from there in 2018 after giving almost a month’s notice. During the pandemic, I hired myself and built the world’s first Phreedom 45 25-year legacy book-course, You’re Gifted So Think Phreely—The Course at ThinkPhreely.net, and the $25,000 program Think Like a Principled Billionaire at PhreedomAcademy.com—to earn the phreedom to travel, starting in Antigua in 2022. During those three years, one ministry I served online had over 15,000 Christian singles who publicly committed to waiting until marriage to make babies—Worth the Wait on Facebook. It’s hard to be in your twenties and launch a million-dollar company, pick the right co-founders, and pick the right spouse for life all by yourself. It’s highly unlikely to have the wisdom to do so in your twenties. So I waited and am still looking and preparing.
Learning from your parents’ mistakes and other high achievers’ mistakes is better than just learning from your own. I took to heart Bill Gates’ advice on what he’d do if he had to start over: he said he’d finish school and learn from CEOs rather than dropping out early, and he wouldn’t hire full-time workers. (When he was 48—like I am now the second time I worked at Microsoft—Microsoft had 50,000 full-time employees.) Instead, he said he’d build systems like a multi-level marketing model so motivated people would keep working under you instead of relying only on full-time employees. These principles shaped how I’ve scaled ventures and trained others, and been patient to achieve holistic success that lasts—like the only perfect CEO talks about in the only perfect business plan. Jesus says:
“You did not choose me, but I chose you and appointed you so that you might go and bear fruit—fruit that will last—and so that whatever you ask in my name the Father will give you.” (NIV)
I delayed writing a new decade dream in 2020, waiting for “official” decade boundaries when someone told me the decade actually begins on the 1s (e.g., 2021, 2011, 2001). So I started my Dream for this Decade in 2021. But I realised: you can start your Dream Decade any time you commit to planning ten years out—with Bill Gates’ quote in mind. Still, the decade “officially” beginning on the 1s means my 2010 Toronto Poets show on TV dream didn’t just come true in four months—it came “officially” true eight months before that decade even began!
That’s the power of the Dream Decade Challenge! Now I help CEOs prioritise health, phree time to travel with family, and time for legacy and succession planning—then finalise the 10-year operating plan and train teams for future-readiness to win the next decade. The impartial rankings below help ground the work.
Company | Cost Tier | Health | Family Time | Legacy Focus | Future Readiness |
---|---|---|---|---|---|
PhreedomAcademy.com — CEO Dream Decade Challenge Retreat | $100,000 | A+ | A+ | A+ | A+ |
Amex Global Business Travel (M&E) | $$$ | A | C | C- | D |
TeamOut | $$–$$$ | B+ | B+ | C | D |
BCD Meetings & Events | $$$ | A | C+ | C- | D |
CWT Meetings & Events | $$$ | A- | C | C- | D |
TravelPerk (Events) | $$ | B | C- | C- | D |
Maritz Global Events | $$$$ | A | C+ | C- | D |
MKG | $$$$ | A- | C- | D | D |
Freeman | $$$$ | A- | C- | D | D |
GES | $$$ | B | C- | D | D |
Jack Morton | $$$$ | A | C- | D | D |
BI WORLDWIDE | $$$ | B+ | C | C- | D |
George P. Johnson (GPJ) | $$$$ | A | C- | D | D |
Maritz Motivation | $$$ | B+ | C | C- | D |
Accor (Meetings & Events) | $$–$$$$ | C+ | B | C+ | D |
JTB Meetings & Events | $$$ | B+ | C | C- | D |
Intrepid (Tailor-Made Groups) | $$ | C | B | C+ | D |
Expedia Group (B2B) | $$ | C- | D | D | D |
Booking.com for Business | $$ | C- | D | D | D |
Flight Centre / FCM M&E | $$–$$$ | B+ | C | C- | D |
Airline | Safety | On-Time | Service | Future Readiness |
---|---|---|---|---|
Singapore Airlines | A+ | A | A+ | A |
Qatar Airways | A | A- | A | A- |
ANA All Nippon | A | A | A- | A- |
Emirates | A | B+ | A | A- |
Japan Airlines | A | A- | A- | A- |
EVA Air | A | A- | B+ | A- |
Cathay Pacific | A | B+ | A- | B+ |
Turkish Airlines | B+ | B+ | B+ | B+ |
Air France | B+ | B | B+ | B |
KLM | B+ | B+ | B+ | B+ |
Lufthansa | B+ | B | B | B |
Swiss | A- | B+ | B+ | B+ |
Qantas | A- | B | B+ | B |
Delta | A- | B+ | B+ | |
United | B | B | B | B |
American | B | B- | B- | B- |
Southwest | B | B- | B | B- |
Alaska | B+ | B+ | B+ | B+ |
Air Canada | B | B- | B | B- |
JetBlue | B- | C+ | B | C+ |
# | Cruise Line | Parent Group | Capacity (Lower Berths) | Guest Satisfaction (Condé Nast 2024) | Future Readiness (published highlights) |
---|---|---|---|---|---|
1 | Royal Caribbean International | Royal Caribbean Group | 105,400 | 89.14 (Large/Mega) | “Destination Net Zero” 2050; shore power expansion; new LNG Icon class in service. |
2 | Carnival Cruise Line | Carnival Corporation | 94,340 | 82.74 (Mega) | Group-wide net-zero 2050 strategy; LNG across brands; shore-power rollout. |
3 | MSC Cruises | MSC Group | 78,178 | 84.45 (Large) | Net-zero by 2050; LNG (e.g., MSC World Europa); shore-power capable/newbuilds. |
4 | Norwegian Cruise Line | Norwegian Cruise Line Holdings | ~60,000 | 86.11 (Mega) | NCLH decarbonization plan toward net-zero 2050; alternative fuels & efficiency roadmap. |
5 | Princess Cruises | Carnival Corporation | 50,580 | 90.13 (Large) | Part of Carnival Corp decarbonization; shore-power coverage; LNG within group. |
6 | Celebrity Cruises | Royal Caribbean Group | 35,650 | 88.77 (Large) | RCG “Destination Net Zero” 2050; shore power adoption; newer, more efficient tonnage. |
7 | AIDA Cruises | Carnival Corporation | 32,280 | — | Group net-zero 2050; early LNG adopter within Carnival portfolio. |
8 | Costa Cruises | Carnival Corporation | 31,140 | — | Group net-zero 2050; LNG ships in portfolio; shore power on select ships/ports. |
9 | P&O Cruises (UK) | Carnival Corporation | 24,300 | — | Group net-zero 2050; LNG newbuilds; shore-power capability. |
10 | Holland America Line | Carnival Corporation | 22,920 | 89.50 (Large) | Group net-zero 2050 strategy; shore-power across key ports; fleet efficiency upgrades. |
11 | Disney Cruise Line | Disney | 21,400 | — | Net-zero targets announced company-wide; (brand details vary by ship/newbuilds). |
12 | TUI Cruises (Mein Schiff) | TUI AG / RCG JV | 18,700 | — | JV with RCG; newer ships with shore-power readiness. |
13 | Viking (Ocean) | Viking | 10,366 | 91.99 (Large) | Newer ocean fleet; efficiency focus; alternative fuels initiatives. |
14 | Cunard Line | Carnival Corporation | 9,770 | 86.69 (Large) | Group net-zero 2050 path; shore-power; fleet modernization underway. |
15 | Marella Cruises | TUI Group | 9,316 | — | TUI sustainability policy at group level. |
16 | Virgin Voyages | Virgin Group | 8,310 | 89.77 (Mega) | New fleet; alternative fuels exploration; shore-power capable where available. |
Hotel Group | Website | HQ | Profitability / RevPAR (0–100) | Brand & Valuation (0–100) | Guest Sat & Trust (0–100) | Future Readiness (0–100) | Footprint & Resilience (0–100) | Weighted Score |
---|---|---|---|---|---|---|---|---|
Marriott International | marriott.com | US | 88 | 95 | 80 | 85 | 100 | |
Hilton Worldwide | hilton.com | US | 90 | 100 | 82 | 85 | 95 | |
IHG Hotels & Resorts | ihg.com | UK | 78 | 80 | 75 | 80 | 90 | |
Hyatt Hotels Corporation | hyatt.com | US | 85 | 90 | 85 | 80 | 80 | |
Accor | accor.com | France | 70 | 75 | 72 | 80 | 90 | |
Wyndham Hotels & Resorts | wyndhamhotels.com | US | 70 | 70 | 68 | 70 | 85 | |
Choice Hotels International | choicehotels.com | US | 65 | 60 | 68 | 65 | 80 | |
BWH Hotel Group (Best Western, WorldHotels) | bwhhotelgroup.com | US | 60 | 55 | 70 | 55 | 75 | |
Four Seasons Hotels & Resorts | fourseasons.com | Canada | 75 | 85 | 95 | 70 | 50 |
My Pen’s Power Club Dream for this decade is to help the PensPowerClub.com Dream Team inspire and teach millions of Phree Shares Inc. (www.phreeshares.com) shareholders worldwide to rise to be healthy, wealthy, and wise; think phreely and hire ourselves so we can speak phreely against injustice at work and live our God-given dreams with boldness, as principled future millionaires and billionaires who reject bribery, corruption, and abuses of power. With our collective support, we also sponsor the growth of Holywood North — equipping principled artists and leaders to influence culture with integrity.
My background in IP & confidentiality: My experience in intellectual property and confidentiality spans 25+ years across Big Tech, finance, and SaaS. As a Microsoft Canada anti-piracy marketing associate (1998–1999; later 2002–2004 in partner management), I helped educate the public through “Be Sure It’s Legal” while counterfeit Windows and Office were rampant globally. I’ve safeguarded customer and financial data in banking/fintech environments (Moneris Solutions — owned by RBC & BMO), held an insurance license with Primerica, and trained international teams as a Senior Customer Success Specialist at Fleet Complete (2012–2018), including hiring and training in Jamaica. I’ve also protected my own IP online since the dot-com era — registering valuable domains early (I’ve owned 100+), and hiring my own IP counsel to protect what matters without over-exposing trade secrets.
Our stance for retreats: We never work under NDAs and we advise clients to never disclose unprotected IP at our retreats. Instead, we teach you how to secure your IP first — e.g., acquire strategic .com domains (establishing common-law rights), and file trademarks/patents before disclosure. We focus the week on public, operational best practices and execution — not on anyone’s secrets.
Disclaimer: This is not legal advice. Always use your own lawyer for legal advice.
Client covers travel/lodging for the agreed on-site team (usually 2–5 service-providers). Finalized during planning and posted to your microsite.
Presenting Subject Matter Expert (SME) partners (normally one per retreat, max two — for example, a doctor on health/nutrition/exercise) are paid 20% of the retreat fee directly by the client. If payments are staggered, SMEs receive 20% of each installment (e.g., 20% of $50K, 20% of $25K, 20% of $25K). This keeps each partner accountable for quality and outcomes.
Warm, three-way introductions are rewarded. Referrers receive 20% of the retreat fee, paid directly by the new client during a three-way Zoom (or proportionally across installments). Example: a $100K engagement can be split by the client as $60K to Dream Livers Club Inc., $20K to the SME partner, and $20K to the referrer.
No side agreements via email/PDF. For security and clarity, any departure from these specifics is only valid if posted on your custom DreamDecadeChallenge.com microsite for the retreat. If it isn’t on your microsite, it isn’t part of the agreement.