In support of the premises of this paper, an analysis of virtual teams’ literature over 10 years suggested the following opportunities for future studies in virtual teams: team adaptation, creativities, and wellbeing of team members [1]. A study of a finance team revealed two statistics: 0% of team members were considered innovative, and 0% of team members were considered good relationship members. Authors concluded that the team faced troubles in performing their assigned duties [2]. The same authors analyzed another team with 86% of team members were considered good relationship builders and found that the team did not accomplished their tasks neither. Their paper specially addresses this issue in communication within the group. In one of the interviews conducted by Welder [3], the CEO of TechSmith stated “As younger workers progress higher in their careers, they are setting the standard for communication in a workplace and they are leading with a preference for visual communication.” The report by Gartner Group [4] recommended the development of new social tools for team management. Previous research on virtual teams’ composition and interaction focus on cultural differences [5, 6]. These studies use cross- cultural phenomena and models to provide some answers to problems found in managing cross cultural teams. In the transcript associated with a Prezi presentation, the author in [7] developed a plan to study virtual team’s effectiveness in relationship to quality monument in software teams. The transcript highlights among 7 basic types of virtual team’s research problems: talented employee may be located globally, need for complex IT infrastructure, and increasing flattening of the organization resulting in globally dispersed capable human resources. A survey of literature on virtual teams [8] concluded that in order for virtual team to be successful organizations must adopt an effective mechanism for capturing and internalizing knowledge and information in the company. The approach adopted in this paper relies on the profile scores of the Herrmann Brain Dominance Instrument (HBDI) (www.hbdi.com). The test was performed on-the-job employee for a major industrial company in the Gulf region, with actual names replace with fictitious names. The ensuing section presents the theoretical foundation including the necessary foundation on HBDI and team types, and verification of HBDI processes against Google teams research conclusions. The next section details the specifications of the system, and the third section contains screen shots of a prototype implementation of the system. The final section includes conclusions and future research.