Brandon Stubbs Resume 7.26

Brandon Stubbs Resume 7.26

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  BRANDON L. STUBBS 1020B Commons Circle, Naples, FL 34119 • (239) 776-1912 • [email protected] JD-qualified project manager and efficiency expert; excellent background and experience in office management, increasing revenue and business growth, quality engineering projects, increasing employee morale, increasing employee efficiency, and problem solving; strong business strategy, mediation, and leadership skills; willing to relocate; expert in marketing, strategies, risk analysis, estimating, negotiating, Microsoft Office, customer service, project management, six sigma, lean processing, efficiency, research, public speaking, interviewing, budget, editing; Microsoft hardware certified; proficient in LexisNexus and Westlaw; background in electronics technology and programming. PROFESSIONAL EXPERIENCE -WORK EXPERIENCE Electronic Manufacturing Engineer and Quality Manager,September 2008 – January 2009 Wolf Electronics (Computrol), Orem, UT Computrol was one of the largest electronics producers on the US West Coast.  Managed team that reduced production errors by 20%, in a high precision, automated manufacturing environment, assembling over 20,000 electronic devices per week.  Evaluated employees effectiveness overall and assigned them to their most productive and effective areas, for immediate and long term efficiency.  Lead team to resolve quality-engineering tasks.  Analyzed, discovered, tracked, and reported faulty manufacturing errors every week to management and customers.  Implemented Six Sigma and Lean problem-solving techniques.  Kept within budget while improving employee moral.  Wrote technical reports that included all the processes used to resolve problems, including flow charts for those who followed, to help quickly rediscover any continuing issues. Electronics Engineering Analyst, June 2006 – August 2008 Edge Products, Inc., Ogden, UT  Analyzed repaired electronic equipment.  Discovered assembly line errors and streamlined production which lead to 10% reduction in manufacturing errors and 5% reduction is production loss do to inefficiency. Construction Manager, June 1998 – July 2000 Curbside Construction, Salt Lake City, UT  Project manager, tasked with increasing revenue, increased revenue by 300% in just fewer than two years.  Served as customer relation’s negotiator for clients and government officials, resolving conflicts, increasing revenue and reducing profit loss attrition by 10%.  Simplified estimating process, Increasing productivity of management up to 50%.  Analyzed construction plans and estimated job costs.  Collected past due payments from difficult to collect clients increasing bottom line profit by 15%.  Assisted design team in researching and developing tools and machinery reducing labor costs by nearly %25.  Supervisory role included: hiring employees, organizing budget, investment committee decisions and issuing payroll.
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  OTHER WORK EXPERIENCE BoilerRoom Attendant and Safety Dispatch,November 2004 – June 2006,Cedar City, UT Call Center telephone and upsell agent, November 2002 – January 2002, Cedar City, UT Industrial Electrician,January 2002 – June 2004, Cedar City, UT English Teacher, Republic of China(Taiwan), January 2000 –June 2002, Kaohsiung, Taiwan. Janitor: Logan Utah, 1995-1997, Security Guard 1995-97, Telephone Survey giver Logan UT, Gym attendant 1997- 1998,Carpenter/workhand: St George UT 1994-1995, unpaid Missionary: VA 1992-1994, Inventors apprentice SLC UT 1991, Dishwasher Springdale UT 1989-1990, Cement Finisher/Road Construction Phoenix AZ1989-1991, UT Auto repair, farm hand UT 1987-1989, Farm hand Bryce Canyon UT, 1985- 1986, Landscaper 1984 Near Las Vegas NV,Landscaper UT 1983 EDUCATION Juris Doctorate,June 2016 Ave Maria School of Law, Naples, FL Activities:  Focused on: Business Development and Management, contract conformity, Alternative Dispute Resolution, negotiations, Mediation, and Patent Law.  President of Patent Law Group 2012: Responsible for patent bar education, community clean up events.  Exposed potential attorneys to Intellectual Property Law through professional networking. Bachelor ofScience Electronics Engineering Technology, June 2006 Southern Utah University, Cedar City, UT  National Deans List, 2004 – 2006.  Electronics Club president, 2006.  Microsoft A+ Hardware Certified, 2006; official Microsoft test.  Capstone project: Designed and constructed a computer, displaying automobile’s information (Speed, RPM, gas mileage, etc.). Associate ofScience Drafting,June 1998 Utah State University, Logan, UT  Capstone project: 3D transforming robot with animation. LEADERSHIP EXPERIENCE  Served as a leader in a large volunteer community organization (4400 members) for the past 2 years where I train and council other leaders, give presentations to groups of +300 people, multiple times a month.  Volunteered andself-fundedservice fortwoyearshelpingpeople &familiesconnecttotheir communities inthe Commonwealth of Virginia.  Myers/Briggs personality type: ENTJ. Worked since twelve doing lawns, farm work, landscaping, bakesells, selling door to door, good team player, played on many teams, willing to do grimy work, dishwashing, cement work, drywall, dirt work, picked up rocks on roads, willing and excited to work, moved sprinkler lines, cut and loaded fire wood, weeded fields, loaded hey, sold hay and wood, volunteered for two year service mission going door to doorselling ideas for nothing, helped with theelderly, buried lost pets in graves dug by hand, played games wit the old and lonely, sang songs, helped children develop theatrical numbers, pushed peopleout of snow, wokeup at 5:30 AM and worked till11:00 PMwith little to no breaks in between. Salesman on telephone cold calling, negotiated sells to higher ups, upsell, drilled, shoveled, cut, saw, measured, lifted, plans, design, planned, organized, nailed, screwed, marked, washed, cleaned, scrubbed, loaded, floated, sweeping, disinfecting, scheduled, cooked, prepped, prep work, climbed, ran construction machinery, called, took calls, office management. 1) Action Oriented Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful ofacting with a minimum ofplanning; seizes more opportunities than others. 2) Dealing With Ambiguity Can effectively copewith change;can shift gears comfortably; can decide and act without having the total picture; isn’t upset when things are up in the air;doesn’t have to finish things before moving on; can comfortably handle risk and uncertainty. 3) Approachability Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitiveto and patient with theinterpersonal anxieties of others; builds rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to do something about it. 4) Boss Relationships Responds and relates well to bosses; would work harder for a good boss; is open to learning from bosses who are good coaches and who providelatitude; likes to learn from thosewho have been there before; easy to challenge and develop; is comfortably coachable. 5) Business Acumen Knows howbusinesses work; knowledgeable in current and possible futurepolicies, practices, trends, and information affecting his/her business and organization; knows the competition; is aware of howstrategies and tactics work in the marketplace. 6) Career Ambition Knows what he/she wants from acareer and actively works on it; is career knowledgeable; makes things happen for self; markets self for opportunities; doesn’t wait for others to open doors. 7) Caring About Direct Reports Is interested in the work and non-work lives of directreports; asks abouttheir plans, problems, and desires; knows about their concerns and questions; is availablefor listening to personal problems; monitors workloads and appreciates extra effort. 8) Comfort Around HigherManagement Can deal comfortably with more senior managers; can present to moresenior managers without unduetension and nervousness; understands howsenior managers think and work; can determine thebest way to get things done with themby talking their language and responding to their needs; can craftapproaches likely to be seen as appropriateand positive. 9)Command Skills Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn’t afraid to end and moveon; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges. 10)Compassion Genuinely cares about people; is concerned about their work and non-work problems; is available and ready to help; is sympatheticto the plight ofothers not as fortunate; demonstrates real empathy with thejoys and pains of others. 11) Composure Is cool under pressure;does not become defensive or irritated when times are tough; is considered mature; can becounted on to hold things togetherduring tough times; can handlestress; is not knocked off balance by the unexpected; doesn’t show frustration when resisted or blocked; is a settling influence in acrisis. 12) Conflict Management Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can hammer out tough agreements and settle disputes equitably; can find common ground and get cooperation with minimum noise. 13) Confronting Direct Reports Deals with problem direct reports firmly and in atimely manner; doesn’t allowproblems to fester; regularly reviews performance and holds timely discussions; can make negative decisions when all other efforts fail; deals effectively with troublemakers. 14) Creativity
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  Comes up witha lotof newand unique ideas; easily makes connections among previously unrelated notions; tends to be seen as original and value-added in brainstorming settings. 15) Customer Focus Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. 16) Timely Decision Making Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; able to make aquick decision. 17) Decision Quality Makes good decisions (without considering how much time it takes) based upon amixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to becorrect and accurate when judged over time; sought out by others for adviceand solutions. 18) Delegation Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports finish their own work. 19)Developing Direct Reports Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware ofeach direct report’s career goals; constructs compelling development plans and executes them; pushes direct reports to accept developmental moves; will takedirect reports who need work; is a peoplebuilder. 20) Directing Others Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; lays out work in awell-planned and organized manner; maintains two-way dialogue with others on work and results; brings out the best in people; is a clearcommunicator. 21) Managing Diversity Manages all kinds and classes ofpeople equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all. 22) Ethics and Values Adheres to an appropriate(for the setting) and effective set of core values and beliefs during both good and bad times; acts in linewith those values; rewards the right values and disapproves of others; practices what he/she preaches. 23) Fairness to Direct Reports Treats direct reports equitably; acts fairly; has candid discussions; doesn’t havehidden agenda; doesn’t give preferential treatment. 24) Functional/Technical Skills Has the functional and technical knowledgeand skills to do the job at a high level of accomplishment. 25) Hiring and Staffing Has a nose for talent; hires thebest people available frominside or outside; is not afraid of selecting strong people; assembles talented staffs. 26) HumorHas a positive and constructivesense of humor; can laugh at him/herself and with others; is appropriately funny and can use humor to ease tension. 27) Informing Provides theinformation people need to know to do their jobs and to feelgood about being a member of theteam, unit, and/or the organization; provides individuals information so that they can makeaccuratedecisions; is timely with information. 28) Innovation Management Is good a bringing the creativeideas of others to market; has good judgment about which creative ideas and suggestions will work; has a sense about managing the creative process of others; can facilitateeffectivebrainstorming; can project how potential ideas may play out in the marketplace. 29) Integrity and Trust Is widely trusted; is seen as adirect, truthful individual; can present the unvarnished truth in an appropriateand helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself forpersonal gain. 30) Intellectual Horsepower Is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable, and agile. 31)Interpersonal Savvy Relates well to all kinds of people, up, down, and sideways, insideand outside theorganization; builds appropriaterapport; builds constructiveand effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably. 32) Learning on the Fly Learns quickly when facing new problems; a relentless and versatilelearner; open to change; analyzes both successes and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the underlying structureof anything. 33) Listening Practices attentiveand active listening; has the patience to hear peopleout; can accurately restate the opinions of others even when he/she disagrees. 34)Managerial Courage Doesn’t hold back anything that needs to be said; provides current, direct, complete, and “actionable”positiveand corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary. 35) Managing and Measuring Work Clearly assigns responsibility fortasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work. 36) Motivating Others Creates a climatein which peoplewant to do their best; can motivate many kinds of direct reports and team or project members; can assess each persons hot button and use it to get the best out ofhim/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone peoplelike working for and with. 37) Negotiating Can negotiate skillfully in tough situations with both internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and forceful as well as diplomatic; gains trust quickly of otherparties to the negotiations; has a good sense of timing. 38) Organizational Agility Knowledgeable about howorganizations work; knows howto get things done both through formal channels and the informal network; understands theorigin and reasoning behind key policies, practices, and procedures; understands the cultures of organizations. 39) Organizing Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at onceto accomplish a goal; uses resources effectively and efficiently arranges information and files in a useful manner. 40) Dealing With Paradox Can act in ways that seemcontradictory; is very flexibleand adaptable when facing tough calls; can combineseeming opposites like being compassionately tough, stand up for self without trampling others, set strong but flexible standards; can act differently depending upon the situation; is seen as balanced despite the conflicting demands of the situation. 41) Patience Is tolerant with people and processes; listens and checks before acting; tries to understand thepeople and the data beforemaking judgments and acting; waits for others to catch up before acting; sensitiveto due process and proper pacing; follows established process. 42) PeerRelationships Can quickly find common ground and solveproblems for the good of all; can represent his/her own interests and yetbefair to other groups; can solve problems with peers with a minimum of noise; is seen as a team player and is cooperative; easily gains trust and support of peers; encourages collaboration; can be candid with peers. 43) Perseverance Pursues everything with energy, drive, and aneed to finish; seldom gives up before finishing, especially in the face of resistance or setbacks. 44) Personal Disclosure Shares his/her thoughts about personal strengths, weaknesses, and limitations; admits mistakes and shortcomings; is open about personal beliefs and feelings; is easy to get to knowfor thosewho interact with him/her regularly. 45) Personal Learning Picks up on the need to changepersonal, interpersonal, and managerial behavior quickly; watches others for their reactions to his/herattempts to influence and perform, and adjusts; seeks feedback; is sensitiveto changing personal demands and requirements and changes accordingly. 46) Perspective Looks toward the broadest possibleviewof an issue/challenge; has broad-ranging personal and business interests and pursuits; can easily pose future scenarios; can think globally; can discuss multipleaspects and impacts of issues and project them into thefuture. 47) Planning Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results. 48)Political Savvy Can maneuver through complex political situations effectively and quietly; is sensitiveto howpeople and organizations function; anticipates wheretheland mines are and plans his/her approach accordingly; views corporate politics as a necessary part of organizational life and works to adjust to that reality; is a maze-bright person. 49) Presentation Skills Is effective in avariety of formal presentation settings: one-on-one, small and large groups, with peers, directreports, and bosses; is effectiveboth inside and outside the organization, on both cool dataand hot and controversial topics; commands attention and can manage group processes during the presentation; can change tactics midstream when something isn’t working. 50) Priority Setting Spends his/her time and the timeof others on what’s important; quickly zeros in on thecritical few and puts the trivial many aside; can quickly sensewhat will help orhinder accomplishing agoal; eliminates roadblocks; creates focus. 51)Problem Solving Uses rigorous logicand methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can seehidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. 52) Process Management Good at figuring out theprocesses necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measureand how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets moreout of fewer resources. 53) DriveFor Results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-lineoriented; steadfastly pushes self and others for results. 54) Self-Development Is personally committed to and actively works to continuously improve him/herself; understands that different situations and levels may call for different skills and approaches; works to deploy strengths; works on compensating for weakness and limits. 55) Self-Knowledge Knows personal strengths, weaknesses, opportunities, and limits; seeks feedback; gains insights from mistakes; is open to criticism; isn't defensive; is receptive to talking about shortcomings; looks forward to balanced (+'s and -'s) performancereviews and career decisions. 56) Sizing Up People Is agood judge of talent; after reasonable exposure, can articulatethestrengths and limitations of people insideoroutsidetheorganization; can accurately project what peopleare likely to do across avariety of situations. 57) Standing Alone Will stand up and be counted; doesn't shirk personal responsibility; can be counted on when times are tough; willing to be the only champion for an idea or position; is comfortable working alone on a tough assignment. 58) Strategic Agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can createcompetitiveand breakthrough strategies and plans. 59) Managing Through Systems Can design practices, processes, and procedures which allow managing from a distance; is comfortableletting things managethemselves without intervening; can make things work through others without being there; can impact people and results remotely. 60) Building EffectiveTeams Blends peopleinto teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets peoplefinish and be responsible for their work; defines success in terms of the whole team; creates afeeling of belonging in the team. 61) Technical Learning Picks up on technical things quickly; can learn newskills and knowledge; is good at learning newindustry, company, product, or technical knowledge; does well in technical courses and seminars. 62)Time Management Uses his/her time effectively and efficiently; values time; concentrates his/her efforts on the more important priorities; gets more done in less time than others; can attend to abroader range of activities. 63) TQM/Re-Engineering Is dedicated to providing the highest quality products and services which meet the needs and requirements ofinternal and external customers; is committed to continuous improvement through empowerment and management by data; is willing to re-engineer processes from scratch; is open to suggestions and experimentation; creates a learning environment leading to themost efficient and effective work processes. 64)Understanding Others Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; whatthey value and howto motivate them; can predict what groups will do across different situations. 65)Managing Vision and Purpose Communicates a compelling and inspired vision orsense of core purpose; talks beyond today; talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind thevision; makes the vision shareableby everyone; can inspireand motivate entire units ororganizations. 66) Work/Life Balance Maintains a conscious balance between work and personal life so that one doesn't dominate theother; is not one-dimensional; knows howto attend to both; gets what he/she wants from both. 67) Written Communications Is ableto write clearly and succinctly in a variety of communication settings and styles; can get messages across that have the desired effect. Hard worker, consistent, thoughtful, intuitive, ingenuity, long hours, efficient, efficiency, quality, best, good, great, farm, blends extreme personal humility with intense professional will. catalysts for the statistically rare event of transforming a good company into a great one. getting the right people on the bus (and the wrong people off thebus) and creating a culture of discipline, Shy, unpretentious, even awkward, Smith shunned attention. Iron will. Never stopped trying to become qualified for the job. Level 5 leaders are a study in duality: modest and willful, shy and fearless. Quiet, peaceful, shy figure. Areserved, gracious man with a gentle manner. Builds enduring greatness through a paradoxical combination
 of personal humility plus professional will. Level 4 Effective Leader Catalyzes commitment to and vigorous pursuit of aclear and compelling vision; stimulates the group to high performance standards. Level 3 Competent Manager Organizes people and resources toward the effective and efficient pursuit ofpredetermined objectives. Level 2 Contributing Team Member Contributes to theachievement of group objectives; works effectively with others in a group setting. Level 1 Highly Capable Individual Makes productivecontributions through talent, knowledge, skills, and good work habits. Disciplined people, disciplined thought, and disciplined action. Demonstrates an unwavering resolve to do whatever must be done to produce thebest long-term results, no matter how difficult. Looks out the window, not in the mirror, to apportion credit for thesuccess of the company – to other people, external factors, and good luck. Cannot stand mediocrity in any form and was utterly intolerant of anyone who would accept the ideathat good is good enough. select superb successors. The first category consists of people who could never in a million years bring themselves to subjugate their own needs to thegreater ambition of something larger and morelasting than themselves. For those people, work will always befirst and foremost about what they get—thefame, fortune, power, adulation, and so on. Work will never be aboutwhat they build, create, and contribute. Frank, decisive, assume leadership readily. Quickly see illogical and inefficient procedures and policies, develop and implement comprehensive systems to solveorganizational problems. Enjoy long-term planning and goal setting. Usually well informed, well read, enjoy expanding their knowledge and passing it on to others. Forceful in presenting their ideas. natural born leaders. They livein a world of possibilities where they see all sorts challenges to besurmounted, and they want to be the ones responsible for surmounting them. They have adrive for leadership, which is well-served by their quickness to grasp complexities, their ability to absorb a large amount of impersonal information, and their quick and decisivejudgments. They are "takecharge" people. ENTJs are very career-focused, and fit into the corporate world quite naturally. They are constantly scanning their environment for potential problems which they can turn into solutions. They generally see things froma long-range perspective, and areusually successful at identifying plans to turn problems around - especially problems of a corporate nature. ENTJs are usually successful in the business world, because they are so driven to leadership. They're tireless in their efforts on the job, and driven to visualize where an organization is headed. For these reasons, they are natural corporate leaders. There is not much room for error in theworld of the ENTJ. They disliketo seemistakes repeated, and have no patiencewith inefficiency. They may become quite harsh when their patience is tried in these respects, because they are not naturally tuned in to people's feelings, and more than likely don't believethat they should tailortheir judgments in consideration for people's feelings. ENTJs, like many types, have difficulty seeing things from outside theirown perspective. Unlike othertypes, ENTJs naturally havelittlepatiencewith people who do not see things the same way as the ENTJ. The ENTJ needs to consciously work on recognizing the value of other people's opinions, as well as the value of being sensitive towards people's feelings. In theabsence of this awareness, theENTJ will bea forceful, intimidating and overbearing individual. This may be areal problem for the ENTJ, who may be deprived of important information and collaboration from others. In their personal world, it can make some ENTJs overbearing as spouses or parents. The ENTJ has a tremendous amount of personal power and presence which will work for them as a force towards achieving theirgoals. However, this personal power is also an agent ofalienation and self-aggrandizement, which theENTJ would do well to avoid. ENTJs are very forceful, decisiveindividuals. They make decisions quickly, and arequick to verbalize their opinions and decisions to the rest oftheworld. TheENTJ who has not developed their Intuition will make decisions too hastily, without understanding all of the issues and possiblesolutions. On the other hand, an ENTJ who has not developed their Thinking sidewill have difficulty applying logic to their insights, and will often make poor decisions. In that case, they may have brilliant ideas and insight into situations, but they may have little skill at determining how to act upon their understanding, or their actions may be inconsistent. An ENTJ who has developed in agenerally less than ideal way may becomedictatorial and abrasive- intrusively giving orders and direction without a sound reason for doing so, and without consideration for thepeople involved. Although ENTJs are not naturally tuned into other people's feelings, theseindividuals frequently have very strong sentimental streaks. Often these sentiments are very powerful to the ENTJ, although they will likely hide it from general knowledge, believing thefeelings to be aweakness. Becausethe world of feelings and values is not where theENTJ naturally functions, they may sometimes make valuejudgments and hold onto submerged emotions which are ill-founded and inappropriate, and will causethemproblems - sometimes rather serious problems. ENTJs love to interact with people. As Extroverts, they're energized and stimulated primarily externally. There's nothing more enjoyable and satisfying to theENTJ than having alively, challenging conversation. They especially respect people who are ableto stand up to the ENTJ, and argue persuasively fortheir point of view. Therearen't too many people who will do so, however, because theENTJ is avery forceful and dynamic presence who has a tremendous amount of self-confidenceand excellent verbal communication skills. Even the most confident individuals may experience moments ofself-doubt when debating a point with an ENTJ. ENTJs want their home to be beautiful, well-furnished, and efficiently run. They're likely to place much emphasis on their children being well-educated and structured, to desire acongenial and devoted relationship with their spouse. At home, theENTJ needs to bein charge as much as heor shedoes in their career. The ENTJ is likely best paired with someone who has a strong self-image, who is also a Thinking type. Because theENTJ is primarily focused on their careers, some ENTJs have a problem with being constantly absent from home, physically ormentally. TheENTJ has many gifts which make it possible for them to have a great deal of personal power, if they don't forget to remain balanced in their lives. They areassertive, innovative, long-rangethinkers with an excellent ability to translatetheories and possibilities into solid plans of action. They are usually tremendously forceful personalities, and havethe tools to accomplish whatever goals they set out for. Expert in Excel, Microsoft word, Power Point,