Warrant Officer Technical Expertise in the Strategic Environment

By CW4 Ishmael Asare, CW4 William Dickinson, CW4 Gus Lombera, CW4 LaTonya Pettigrew, CW4 Jason Rodriguez, and CW4 Volk

April 1, 2024 | Warrant Officer Journal, April-June 2024 Edition

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Editors Note: The contributing authors developed this article during the Warrant Officer Senior Service Education Course as their capstone project in May 2024. Their individual information is found in their author’s notes.

Introduction

Throughout history, Warrant Officer (WO) employment and engagement illustrated the necessity of removing stigmas, stereotypes, and systematic stagnation that limit warrant officers to few strategic positions. These few sporadic accesses to the joint planning and Combatant Command (CCOM) staff need to be increased, and unnecessary gaps in the joint planning process are forced. The perpetual necessity for technical expertise at joint and strategic levels cannot be overstated in the contemporary competition continuum. Warrant officers are only sometimes assigned to these staff or in positions where their technical expertise can be leveraged in joint planning environments.

“As the US Army continues to contour training and readiness toward potential large-scale combat operations (LSCO), the need for transformation and modernization is becoming more apparent every day…warrant officers will play a critical role as systems integrators in LSCO, particularly at the strategic level” (Drake, 2021, pp 50-53). IAW Joint Publication 4-0 warrant officers offer competencies spanning all operational domains and most core functions support requirements in a joint operational environment. The doctrine has implied decision-makers that decision-makers need to impose a revised structure and force management for WO joint assignments. Therefore, the authors of this paper implore the CCOM, strategic, and joint commanders to integrate Senior field-grade warrant officers to assist all facets of the warfighting functions at the echelon, especially at the joint and strategic levels.

History of Warrant Officer Corps

The history of warrant officers is long and broad; the depth and breadth of their employment depict a wide array of adaptability and essential expertise at the echelon. Medieval times have shaped WO modernity. “As early as 1040, warships furnished to King Edward’s The Confessor included crews with permanent officers designated as master, boatswain, carpenter, and cook. These officers oversaw the sailing [to complete missions in oftentimes joint strategic, operational, tactical objectives] and maintenance of the ship, while the captains’ and lieutenants’ sole purpose was to command soldiers carried onboard and to lead their troops during combat.” Before the Army’s adaptation, history also suggests WO assignments that date back to Napolean’s utilization of “warrant officers (1798-1815). These WOs served as communication links between his commissioned officers and the rank-and-file soldiers.”

The history of the Army Warrant Officer can be traced back to 1896, following the decision of the War Department to establish civilian headquarters clerks and pay clerks. In 1916, such positions were recognized as military instead of civilian, leading to the creation of the ranks of Army Field Clerk and Quarter Master Corps Field Clerks. The rank and grade of warrant officers were created in 1918 after the Army Mine Planter Service (AMPS) was formed.

History of Warrant Officer Corps

The history of warrant officers is long and broad; the depth and breadth of their employment depict a wide array of adaptability and essential expertise at the echelon. Medieval times have shaped WO modernity. “As early as 1040, warships furnished to King Edward’s The Confessor included crews with permanent officers designated as master, boatswain, carpenter, and cook. These officers oversaw the sailing [to complete missions in oftentimes joint strategic, operational, tactical objectives] and maintenance of the ship, while the captains’ and lieutenants’ sole purpose was to command soldiers carried onboard and to lead their troops during combat” (Roland, 2024). Before the Army’s adaptation, history also suggests WO assignments that date back to Napolean’s utilization of “warrant officers (1798-1815). These WOs served as communication links between his commissioned officers and the rank-and-file soldiers” (Legacy of Leadership as a Warrant Officer, 2023)

The history of the Army Warrant Officer can be traced back to 1896, following the decision of the War Department to establish civilian headquarters clerks and pay clerks. In 1916, such positions were recognized as military instead of civilian, leading to the creation of the ranks of Army Field Clerk and Quarter Master Corps Field Clerks. The rank and grade of warrant officers were created in 1918 after the Army Mine Planter Service (AMPS) was formed.

The Origins and Evolution of Warrant Officers

The role of warrant officers ensued out of necessity in 1918 during World War I (WWI). The period required highly skilled individuals who could manage advanced technologies and complex equipment, such as observers and pilots in the Army Mine Planter Service. At the time, the ranks of enlisted individuals and commissioned officers were inadequate, given the highly technical nature of such roles (US Army Basics, 2023). Due to their technical skills in the Army, warrant officers functioned as a bridge between commissioned and enlisted ranks. Their position granted them access to strategies and ground-level insights from supervisors and enlisted troops. Towards World War II (WWII), the rank of warrant officers increased due to the growing complexity of the global conflict. However, after the war, their numbers declined due to personal cutbacks and budgetary constraints, but their significance in availing technical mastery continued to be recognized. Later, during the Vietnam War and the late 20th century, their number surged as they served in the technical and logistical fields as intelligence agents, aviators, and administrators (US Army Basics, 2023).

In the 21st century, the US military enterprise’s survival and success triggered WO evolution; they fill critical leadership and expertise roles, including computer network engineers, pilots, and human resource administrators. Today, the Army WO is a corps and cohort within the Army, interwoven with pilots, systems integrators, and technical experts. Warrant officers constitute 3% of the Army and 21% of the Officer Corps, serving in about 17 branches and over 60 specialties (US Army, 2016). The officers usually receive branch-designed technical training and education, which is vital in delivering their mandates at all strategic, tactical, and operational levels. Furthermore, they have a unique and specialized role in the US Army since they are few subject matters capable of addressing technical challenges, leading troops, and presenting advice to commanders. In 2005, the Department of the Army revisited and revised the definition of the Army Warrant Officer:

The Army WO is a self–aware, adaptive technical expert, combat leader, trainer, and advisor. Through progressive levels of expertise in assignments. WOs administer… operate and integrate Army systems and equipment across the full spectrum of Army operations. Warrant officers are competent and confident warriors, innovative integrators of emerging technologies, dynamic teachers, and developers…They support a wide range of Army missions throughout their career (US Army Personnel Proponent, 2023).

Thus, despite their minute presence in the force, warrant officers’ role within the military enterprise at every echelon is undeniable and invaluable. Hence, there is a need to trace their historical roots and comprehend their unique duties and responsibilities in modern times.

Expanded Role of Army Warrant Officers in Contemporary Structure

The role of warrant officers in the US Army cannot be overstated because they are integral to modern military structure and operations. It stretches beyond being stationed in a cocoon or being enlisted personnel. Warrant officers’ role combines astute leadership capabilities and in-depth technical prowess. This multifaceted role influences modern-day military dynamics, bridging the gaps between enlisted soldiers and commissioned officers (US Army Basics, 2023). Often teased to be unicorns, warrant officers provide expertise, sometimes relegated to the mythical but powerful example of expertise, self-, and situational awareness found for King Arthur through the trusted voice of his advisor Merlin.

With the advent of multi-domain threats and the need for warrant officer advisement and expertise, the Army, in recent years, has expanded Warrant Officer Specialties. Current cyber threats have led the US Army to establish the Cyber Operations Technician Warrant Officer Specialty. This intervention contributed to the invaluable technical depth of cyberwarfare initiatives, shattering the traditional belief that warrant officers’ roles are strictly logistical or technical. A similar manifestation was observed in advanced aviation as the officers played an integral part as pilots, improving the Army’s Aviation Branch. Notably, warrant officers usually undergo an exhaustive sequence of training and education to run the Army’s complex initiatives, including transport and construction. For instance, their training and knowledge of Secret Compartment Information Facility (SCIF) construction has seen them manage several mega projects, including the Next National Geospatial-Intelligence Agency (NGA) West Project, which was led by the specialty of Chief Warrant Officer 2, Derik Liebenstein (Paul, 2023). Necessarily, what makes the role of warrant officers unique is that they understand plans and apply technical skills to deliver their mandates.

Other examples include the HHBN, United States Army, Europe, and Africa. According to FMSWEB, this unit supports missions and movements in support of the Geographic Combatant Command (GCC). “USAREUR MCP provides AOR-wide Title 10, administrative control (ADCON), Army support to the other services and Army executive agent responsibilities in support of the GCC; also supports forward deployed Army, Joint, and Multinational Forces deployed to a JOA established within the JOA; provides direct planning support and reach back capability to the Contingency command post (CCP)…to conduct mission command…” (FMSWeb, 2024). In this unit, more than Warrant Officers use their real-time technical expertise to further joint initiatives by supporting JOA operations.

Exempted Expertise

The same unit above does not have a Command Warrant Officer who would travel with the commanding general to planning meetings and conferences. Though the WOs above are in key supporting positions, because of their defining expertise, WO positions should be prescribed at the joint echelon/staff level.

Antiquated organizational premises misleadingly look at the military and assume warrant officers are needed about the “tactically proficiency” in the second half of their popular motto. Strategic leadership definitions were weaponized to construct barriers to warrant employment beyond the operational level. “Strategic leadership is the process of aligning people, systems, and resources to achieve a vision for the enterprise while enabling an adaptive and innovative culture necessary to gain an advantage in the competitive environment” (Galvin et al., 2019). Reading through the definition of strategic leadership on its face, there is no reason that the Warrant Officer has not been considered for this type of position. In the Primer for Senior Leaders 4th Edition, three of the four criteria for senior leaders succeeding in strategic environments imply their acknowledgment and proper employment of Senior Warrant Officers. These three include: “understanding the breadth, scope, and complexity of the environment in which they operate, leveraging senior leadership teams, and operating as stewards of the profession” (Galvin et al., 2019). The authors of this paper wholeheartedly acknowledge the variations in technical ability and application amongst Senior Field Grade Warrant Officers; however, the same also applies to their regular officer cohort. Both cohorts have “street to seat.” However, WO accessions for street to seat foster promotion at levels that match experience and adequate responsibilities. Therefore, even with the eight areas where the Army currently offers “street to seat” (aviation, special forces, cyber, intelligence, information technology, ordnance, quartermaster, and military police), promotions and professional military education are tailored to individual readiness, potential, and abilities of all warrant officers. Furthermore, this notion and weaponization of archaic memes towards warrant officers is antithetical to the Army’s clarity in defining the identity and employment of US Army Warrant Officers and the primer, which encourages senior leaders to leverage the expertise, experiences, and employment of their assigned senior leadership. Due to the nature of accession in the WO cohort, 85% are not “street to seat” but have proven to have excellent experience in understanding the military culture and applying technical expertise at echelon.

Senior Field Grade Warrant Officer Leadership

Senior field grade warrant officers are CW4s and CW5s. CW4s are “commissioned officers with the requisite authority pursuant to assignment level and position as given by the President of the US They are senior-level technical and tactical experts who perform the primary duties of technical leader, manager, maintainer, sustainer, integrator and advisor.” Senior level implies higher echelons of operational, strategic, and joint environments. Many CW4s qualify for these strategic-level positions because, at the CW4 level, the WO is the commander’s integrator and translator who applies technical expertise and tactical proficiencies to strategic initiatives and problem sets. This is further proven as CW4s are expected to provide direction, guidance, resources, assistance, and supervision necessary for subordinates to perform their duties. These subordinates include an array of enlisted, contracted, civilian, and interagency personnel. Their evolutionary expertise is applied at every level- battalion, brigade, division, corps, and echelons above corps operations. The culmination of years of experience, transformation, adaptability, and systems thinking molds the senior warrant officer to be the trusted voice in interactions with NCOs, other officers, primary staff, and special staff. Their mentorship and guidance are resounded up, down, and through the chain of command and their channels of influence.

Chief Warrant Officer Fives are the senior-most, field grade warrant officers, comprising the smallest population of warrant officers; these commissioned warrant officers are the requisite authority pursuant to assignment level and position as given by the President of the US Because of the source of their assignment level, CW5s innately are master-level technical and tactical experts who consistently illustrate the necessary abilities to perform, advise, and integrate at strategic levels. Their primary duties are technical leader, manager, integrator, advisor to Senior Commanders, or any other duty the branch prescribes. CW5s are talent managers and the bridge to warrant officers’ correct education and employment throughout their charge or assignment. CW5s primarily support brigade, division, corps, echelons above corps, cohorts, and major command operations and are integral to Joint Warfighting functionality and planning (Para. 3-5, Department of the Army Pamphlet 600-3, 14 October 2005).

Hating to restate the obvious, too many leaders who design structure and command units have unjustly burdened the warrant officer cohort with proving the Army’s definition before allocating space for WO advisors to integrate beyond the operational level. For example, a look at a DOTMLPF-P approach, doctrinal standards would have to be changed before allowing senior Warrant Officers into strategic positions. Doctrine would need to be created and thoroughly outlined for strategic Warrant Officer positioning. However, priorities for doctrinal changes about counterinsurgency (COIN) as we transition from COIN to LSCO would place this project near the end of Army strategic priorities.

Each contemporary President delivers their national security plan, which informs the Department of Defense and Department of the Army strategic planning and documents. In this Era of Human Advancement, where nonstate actors and near-peers are racing to outpace and outmaneuver the US in every area of DIME, the Army must review its engagement and employment of warrant officers that had typically relegated strategic and joint planning to field-grade officers.

Recent organizational changes have increased the need for…warrant officers to understand and execute mission command….in the late 2000, the Chairman of the Joint Chiefs of Staff, Gen. Martin Dempsey, developed the idea of incorporating a philosophy that seemingly diverged from Army culture…Given the ever-evolving state of enemy tactics and techniques [author emphasis added] to attain survivability, if not dominance, GEN Dempsey developed the mission command philosophy for the ability to change course and respond quickly to meet new challenges . This philosophy reflects a culture that is prevalent throughout technical centers around the world, including the US technology mecca of Silicon Valley (Keough, 2019).

Over the years, Sustainment, one of the warfighting functions, created the necessary shifts of replacing field-grade officers in strategic positions with senior, field-grade warrant officers; however, this evolutionary expediency is siloed to the Theater Sustainment and Expeditionary Commands. Though it is not the position of the authors of this paper to replace all senior field-grade warrant officers, the addition of senior warrant officer expertise should be engaged and employed in CCOMs and joint environments where national security interests are war-gamed and national interests initiatives are war-gamed. The Senior Warrant Officer is the culmination of technical expertise at the echelon and experiences that make them the Army’s subject matter experts. Continuing to foster joint environments where in joint headquarters, Senior Warrant Officers are not engaged continues the opportunity for the nation’s enemies to exploit technique and technological weaknesses that would be and could be addressed by Senior Field Grade Warrant Officers.

The Army has specific locations and positions for all personnel in the Army; these locations and positions are woven into Army structure documentation; however, shifts in priorities and the ways, means, and ends to warfare in this contemporary operational environment warrant immediacy that can prevail against near-peer nation-states. What’s presented in this paper may seem unprecedented. Still, throughout one of the Army’s warfighting functions, it has already been tried, trusted, and used to transform missions for ease, agility, and ultimate success. The Sustainment Warfighting function has nominated a Senior Warrant to assist in the Joint arena. Though a siloed solution to this problem set, these single broadenings of warrant officer roles should inspire leaders to integrate warrant officers across all Warfighting Functions. Since the Air Force reinstated its warrant officer cohort, assigning warrants at strategic and joint commands could immediately synchronize systems, translate single service doctrine for joint implementation, and instill technical order and capacity across multiple COMPOs and inter-agencies.

In the Sustainment community, warrant offices have been used in prominent strategic positions typically considered “out of their wheelhouse.” In this first example, the CASCOM Commander authorized three warrant officer positions for the Army’s Reverse Collection and Analysis Team. “The Center for Army Lessons Learned (CALL) drove a requirement to distribute information to the operational force faster than ever before…at the time, Major General Mitchell H. Stevenson approved three warrants to CASCOM’s TDA...to use their expertise to validate many of the issues the units were reporting.” In these positions, WOs were integrated into the analysis process. “They routinely conduct first-cut analysis on sustainment issues before CASCOM’s directorates start working on solutions…who other than the Army warrant officer has the ability, understanding, expertise, knowledge, depth, and breadth of experience to work highly technical, tactical issues at an operational level while knowing how to embrace and engage strategic partners to accomplish the mission?”

The next example is also from the Sustainment Warfighting function. “Recently, the Army restructured the theater sustainment commands (TSC) so that senior warrant officers replaced field-grade officers in the distribution management center (DMC). The expeditionary sustainment commands and division sustainment brigades followed suit by replacing junior officers with senior and junior sustainment warrant officers in the commodity sections” (Baugh, 2012). Because these warrant officers replaced regular officers, they understand and execute mission command. DA PAM 600-3, Commissioned Officer Professional Development and Career Management, declares, “As warrant officers gain more experience and training, their focus and expertise shifts from their primary MOS to include integrating other system within their branch to theater, Army, Joint, and national-level operations” (Baugh, 2012). The Sustainment community’s evolutionary use of warrant officers is coded in Army doctrine and definition. Following the CASCOM Commander’s example, strategic and joint commanders should begin checking the formations for experiential expertise that can transform chaos into analysis for attainable solutions by G-staffs.

BC2WGs

With prescription comes the necessity of application. Another examination point for senior warrant officer engagement in strategic analysis is Boards, Centers, Cells, and Working Groups. (BC2WGs). All Army Warfighting Functions take part in BC2WGs, where experts in various fields analyze missions for concrete courses of action. In the joint planning process where Boards, Centers, Cells, and Working Groups (BC2WGs) are used in Mission Analysis to answer, coordinate, advise, counsel, and create potential courses of action for multifaceted joint engagements, Senior field-grade warrant officers are not employed, engaged, or assigned. Most senior warrant officer expertise is employed after COAs have been developed. Again, “who would be a better fit for these analytical appointments than a technical expert whose scope of application spans tactical, operational and strategic levels?” Senior Warrant officers in strategic positions would enable echelons above the Corps to have a greater understanding and perspective of the “complexity of their environments” while “leveraging senior leaders.” Senior commanders need decision support; this is enhanced when functional expertise from across staff and external mission partners collaborate and synchronize strategic commanders’ decision requirements.

Future Directions and Recommendations for Army Warrant Officers

Several indicators denote that the warrant officer cadre will expand beyond the traditional tactical and technical expertise. The evolution will integrate novel domains, primarily Cyber Warfare and Space Operations, due to the increasing development of technology. Such a change is likely to occur due to the efforts placed on these fields by the US Army since they have the potential to influence prospective combat guidelines. This way, talent acquisition, and retention concerns will prompt improvements in the current recruitment system. The US Army may consider deploying unique approaches like mentoring programs, career sabbaticals, and partnerships with relevant institutions to promote the profession’s attractiveness (US Army Basics, 2023). However, despite these efforts, there are underlying challenges, including the demanding nature of warrant officers’ role in the increasingly technological and advanced battlefield and the constant issue regarding the absolute clarity revolving around their role and responsibilities. For example, the current military environment demands unique technical capabilities that align with cutting-edge technology, geopolitical issues, and decentralized warfare. This challenge is compounded by the lack of recognition that often deters career progression, which is detrimental to the command culture. Understanding these problems will enable the formulation of strategies that will guarantee the adaptability and success of warrant officers. The Army Warrant Officer 2025 Strategy aims to produce warrant officers who are technologically agile, adaptive, and innovative leaders through world-class PME systems, optimized accessions, and leader development (US Army, 2016). Ultimately, the officers’ knowledge and leadership will remain irreplaceable as technological warfare becomes more prevalent.

Vital Role of Senior Warrant Officers in the Joint Environment

Effective leadership and specialized expertise are paramount in the complex and dynamic scope of modern warfare operations today. Where multiple branches of the military work together to achieve common objectives, the role of the Warrant Officer stands out as one of the most critical. Among them is the Senior Warrant Officer (SWO). These SWOs hold the highest level of responsibility and provide crucial support and guidance to ensure the optimal utilization of Warrant Officers across the joint force. The Senior Warrant Officer serves as the foremost authority on Warrant Officer matters within a joint command structure. As aforementioned, the uniqueness embedded within the warrant officer cohort makes them highly skilled subject matter experts with technical skills such as engineering, logistics, intelligence, and aviation that translate across echelons and services. The SWO, ingrained with systems expertise, service organizational culture, and applicable knowledge, acts as the principal advisor to senior leaders on all aspects concerning Warrant Officers, including their engagement and utilization.

As the Senior Warrant Officer, one of the primary functions is to provide guidance and formulate policies related to recruitment, training, career management, and utilization of Warrant Officers. The SWO works closely with senior leadership to develop strategies that optimize the contributions of Warrant Officers for joint operations. This involves identifying skill gaps, ensuring adequate training and professional development opportunities, and devising policies to retain experienced Warrant Officers. In the joint environment, seamless integration and coordination among military branches are essential for mission success. The SWO facilitates this integration by fostering collaboration and communication among Warrant Officers from different backgrounds. They ensure that Warrant Officers understand their roles and responsibilities with joint operations and work cohesively with their counterparts from other branches.

As the advocate for Warrant Officers, the SWO represents interests at the highest command level. They articulate Warrant Officers’ unique capabilities and contributions, advocating for resources and opportunities that enable them to excel in their roles. Additionally, the SWO mentors and guides junior Warrant Officers, guiding career progression and professional development. Beyond their advisory role, Senior Warrant Officers exemplify leadership and mentorship within the joint force. They lead by example and demonstrate the highest professionalism, expertise, and integrity standards. Through mentorship programs and one-on-one guidance, they nurture the next generation of Warrant Officers, instilling in them the values of service, dedication, and excellence.

In the intricate web of modern military operations, the Senior Warrant Officer stands as a linchpin, bridging the gap between specialized expertise and strategic leadership within the joint environment. Their role is multifaceted, encompassing guidance, policy formulation, integration, advocacy, and mentorship. As stewards of Warrant Officer Talent, Senior Warrant Officers ensure that the joint force harnesses the full potential of its most skilled specialists, ultimately contributing to the success of mission objectives and the defense of the nation.

The Sustainment War Fighting function has nominated a Senior Warrant to assist in the Joint arena. This is a siloed approach to this problem set and not a shared approach across all Warfighting Functions if all WfF would nominate a Senior Warrant to be the link from the Warrants that are the technical experts in their career fields to directly assist in writing a new policy.

The Crucial Role of Senior Warrant Officers in Service Component Employment

Within each branch of the military, Senior Warrant Officers (SWOs) occupy a unique and critical position and provide specialized expertise and leadership essential for mission success. In the context of service component employment, where branches focus on their specific operational domains, SWOs play a pivotal role in optimizing the utilization of Warrant Officers to achieve service-specific objectives. Service components encompass the distinct branches of the military, such as the Army, Navy, Air Force, and Marine Corps, and each has its unique operational requirements and challenges. SWOs bring specialized expertise in technical fields relevant to their service branch, whether aviation, engineering, logistics, intelligence, or other domains. Their deep knowledge and expertise enable them to provide invaluable insights and support across various operational activities.

At the highest echelons of command within the service components, SWOs serve as principal advisors on Warrant Officer matters. They collaborate with senior leadership to develop policies and strategies that optimize Warrant Officers’ recruitment, training, career progression, and utilization within their respective branches. This involves identifying emerging trends, assessing operational needs, and formulating plans to ensure that Warrant Officers are effectively employed to support service-specific missions. Within the service components, SWOs play a vital role in integrating Warrant Officers into operational planning and execution. They work closely with commanders and staff officers to ensure that Warrant Officer expertise is leveraged to enhance mission effectiveness. This may involve coordinating with other branches of the military, as well as allied and coalition partners, to maximize the collective capabilities available for achieving operational objectives.

As advocates for Warrant Officers within the service components, SWOs represent the interests and concerns of their fellow Warrant Officers at the highest levels of command. They advocate for resources, training opportunities, and career advancement pathways that enable Warrant Officers to thrive and contribute fully to service-specific missions. Additionally, SWOs serve as mentors and advisors to junior Warrant Officers, providing guidance and support as they navigate their careers within their respective branches.

SWOs epitomize leadership and mentorship within their service components, setting the standard for professionalism, competence, and dedication. Their actions and guidance inspire and motivate Warrant Officers to excel in their roles and strive for excellence. SWOs mentor junior Warrant Officers, imparting valuable knowledge, skills, and insights from their own experiences, ensuring the continuity of expertise and leadership within their service branches.

Senior Warrant Officers play a vital role in service component employment, leveraging their expertise, leadership, and advocacy to optimize the contributions of Warrant Officers within their respective branches of the military. Their efforts are instrumental in enhancing service-specific missions’ readiness, effectiveness, and success and upholding the nation’s defense.

Conclusion

“Army warrant officers are unique in many ways, in [our contemporary crisis and] this capacity, they are able to call on their expertise at all levels of war” [author emphasis added.] The Army has taken deliberate action in doctrine to broaden warrant officers’ unique, multi-echelon applicability. This evolution is undergirded by historical warrant officer implementation and is necessary for the US advantage against near-peer adversaries. Warrant Officers prove strategic capability from the cohort’s history to the duty descriptions and recent implementation in strategic environments. The authors of this paper hope that today’s senior leaders will be ready to leverage that capability across the military spectrum. Warrant Officers possess immediate expertise gained through the ranks, molded by missions, and stamped through sacrifice. The Army and joint environment could close gaps and points of exploitation by utilizing its subject matter experts. All Warfighting functional teams, BC2WGs, and joint commands would greatly benefit from the immediate and trusted analysis Senior field-grade Warrant Officers provide. As multiple domains threaten the US, it will need to rightfully employ all its servicemembers to the right positions for victory. “Who else, but senior field grade warrant officers?”

References