From the Frontlines to the Capitol: What a Chief Warrant Officer Is and Why It Matters for Public Leadership

By Chaz Evanson, Candidate for Governor of Colorado

Author's Note. After twenty years of service in the United States Marine Corps, I am often asked what exactly a Chief Warrant Officer does. Many know about generals and enlisted personnel, but few truly understand the role I held. This essay is not only a window into that calling, but also a bridge to help fellow citizens see why that experience matters for leadership in civil government. I hope it offers clarity, trust, and a deeper sense of shared purpose.

Introduction. In politics, many speak of leadership. Few have lived it. Fewer still have lived it in high-stakes environments where lives, national interests, and constitutional values are on the line. For over two decades, I served as a Chief Warrant Officer (CWO) in the United States Marine Corps. But what does that actually mean? Most civilians, understandably, are unfamiliar with military ranks beyond the basics. They know what a general is. They know what a sergeant is. But the Chief Warrant Officer remains one of the most misunderstood and underestimated leadership roles in the entire armed forces.

In this essay, I want to pull back the curtain. I want to help voters, citizens, and patriots understand the unique and critical role of the Chief Warrant Officer, and more importantly, why my experience in that role has prepared me, not just adequately, but exceptionally for executive-level leadership in civil governance.

I. What Is a Chief Warrant Officer? In simple terms, a Chief Warrant Officer is a hybrid between a senior executive, a master technician, and a policy advisor. We are what the military calls “technical leaders” or “working officers.” That means we don’t just sit behind desks and issue orders. We roll up our sleeves, walk the shop floors, advise generals, and often serve as the critical link between strategy and execution. In the private sector, you might compare a CWO to a Chief Operating Officer (COO) who rose through the ranks of a highly technical field say aerospace engineering or logistics who now supervises daily operations, aligns them with company strategy, ensures legal compliance, and mentors the next generation of leaders. In essence, the Chief Warrant Officer is the one person in the room who can speak fluently with both the welders and the CEO, both the software engineer and the shareholders.

II. Operating Across All Levels of Leadership. Military operations are divided into three tiers: tactical, operational, and strategic. The tactical level is where boots meet the ground, immediate action, hands on the tools, responding to unfolding events. The operational level is where planning, resourcing, and coordination take place—aligning multiple units, ensuring the logistical chains work, and bridging the gap between immediate action and long-range objectives. The strategic level involves high-level vision, alliance-building, and national priorities. Most leaders in either the military or civilian world operate primarily in one of these arenas. Enlisted leaders, for example, often dominate the tactical space, while flag and general officers tend to engage at the strategic level.

Chief Warrant Officers, however, operate in all three simultaneously. We guide tactical teams in the field, advising on best practices, safety procedures, and technical execution. At the operational level, we oversee entire supply lines, manage personnel deployments, and coordinate logistics across vast distances. When policies or laws change, it is often CWOs who translate those instructions into practical applications for every unit under our purview. At the same time, we contribute to strategic discussions, crafting long-term plans, advising commanders on risk assessments, and ensuring that each piece of the operation supports overarching national objectives. This unique versatility is precisely what makes CWOs indispensable. Whether in a combat zone or a state capital, you need leaders who can connect vision to reality, laws to action, and people to purpose.

III. The CWO Mindset: Problem Solver, Law Keeper, Mission Finisher. The CWO ethos is defined by accountability, merit, and outcomes, not by popularity or ceremony. Unlike career politicians who sometimes see constituents as polling numbers, CWOs see Marines, and later, civilian teams, as mission partners. We are molded by experience; by having to answer for every decision, every dollar, every life under our care. In the military, a CWO is known as a subject matter expert in a specialized field, whether that field is motor transport, aviation, intelligence, cybersecurity, or something else. But being an expert in technique is not enough. We are also policy interpreters, responsible for applying complex military codes and legal frameworks under extreme conditions. Every decision must align not only with mission success but with law and ethics.

Because we wear multiple hats, CWOs become multi-talented operators who train others, lead teams, fix problems, and fill gaps wherever they appear. When senior officers debate options, it is often the CWO who serves as the voice of reason, reminding everyone of the real-world constraints, safety issues, and legal implications. We cannot afford to be vague; our advice must be precise because lives depend on it. We are also mentors and builders, invested in developing junior personnel and ensuring that institutional knowledge is passed down. This mindset, rooted in humility, clarity, discipline, and precision, is exactly what the public deserves from its governors and lawmakers.

IV. Translating Experience Into Governance. Let me be specific about what I did in uniform, and how it relates directly to the job of governor.

During my Marine Corps career, I led planning for major deployments, global operations, and supply-chain management that stretched across multiple theaters of responsibility. This involved coordinating units across time zones and continents, managing risk factors in fluid environments, and aligning logistical efforts with mission objectives set by senior commanders. Whether orchestrating humanitarian relief after a natural disaster or ensuring frontline units had the parts and fuel they needed, I learned how to synchronize resources, personnel, and intelligence in real time. In governance, this translates to managing state agencies, responding to emergencies such as wildfires or economic downturns, and overseeing long-term infrastructure and economic development plans. A governor must align budgets and programs with constitutional principles and the needs of the people, just as a CWO aligns supply and manpower with military objectives.

Throughout my career, I managed budgets worth tens of millions of dollars, often with zero margin for error. Every piece of equipment, every maintenance contract, and every soldier’s protective gear had to be accounted for. I balanced competing priorities, identified areas of inefficiency, and led initiatives to reduce waste while improving readiness. Those practices are directly applicable to public budgeting. A governor cannot treat the state treasury like an endless well; every taxpayer dollar must deliver measurable value. My background taught me to resist bloated budgets, identify frivolous expenditures, and ensure transparency so that the public knows exactly how funds are being spent.

As a Chief Warrant Officer, I led Marines in global operations and oversaw peacekeeping operations in unstable regions. I worked closely with allied forces and foreign governments to achieve common goals. I trained replacements, mediated conflicts between units, and coordinated with non-military agencies, all while under pressure. The urgency of ensuring my team’s safety and mission success sharpened my ability to make decisions calmly, communicate clearly, and lead from the front. In civilian governance, this is exactly what’s required when facing natural disasters, social upheaval, or a public health emergency. A governor cannot hesitate or pass blame; they must provide calm, principled leadership that unites agencies, mobilizes resources, and reassures citizens that everything possible is being done to protect them.

In the military, I was often the person commanders relied upon for guidance in interpreting and applying laws, both domestic and international. It was not enough to know what to do; I had to discern whether it was lawful, ethical, and aligned with both Marine Corps regulations and the Uniform Code of Military Justice. That meant understanding international treaties, rules of engagement, and the Constitution. In governance, unwavering constitutional fidelity is essential. A governor must know the law, defend the rights of the people, and resist unlawful overreach. My experience makes me uniquely qualified to keep state government within its proper bounds and to stand as a guardian of individual liberties.

V. The Civilian Translation: Who Would You Trust? Imagine if your state government were run not by career politicians, but by a chief engineer who understands infrastructure and logistics, a chief financial officer who has balanced million-dollar budgets under pressure, a chief personnel officer who has led diverse teams with lives on the line, a senior legal advisor who ensures compliance with constitutional law, and a mentor who is raising up future leaders instead of merely managing decline. That combination of skills is exactly what a Chief Warrant Officer represents.

CWOs are problem solvers who diagnose systemic issues, propose procedural reforms, and build structures that last. We do not ask people to follow us merely because we have a title; we earn trust by demonstrating competence, character, and consistency. Our leadership is not abstract; it is forged in the crucible of real-world challenges. Whether coordinating a humanitarian relief effort in a foreign country or managing a battalion’s maintenance schedules, CWOs prove again and again that they can deliver under pressure. That’s the kind of leadership Colorado needs now.

VI. Conclusion: What Colorado Needs Now. Colorado does not need another career politician. It does not need another party puppet. It needs a servant leader who has operated in the real world, who understands both authority and responsibility, and who has proven time and again that leadership means service. As a Chief Warrant Officer, I swore to uphold and defend the Constitution, not a party platform, not a personal ambition, but the sacred rights of the people. That oath did not expire when I took off the uniform.

In the Marines, we say: Semper Fidelis, Always Faithful.

I remain faithful:

To God.

To Country.

To the Constitution.

And to the People of Colorado.

If you want leadership that understands both the strategy and the struggle—both the people and the policy—then you understand the value of a Chief Warrant Officer. And you understand what I bring to the table as your candidate for governor.

About the Author. Chaz Evanson is a retired Chief Warrant Officer 4 in the United States Marine Corps with over 20 years of honorable service. A combat veteran, strategic planner, and operations expert, he is running for Governor of Colorado to restore constitutional freedom, reform anti-freedom laws, and protect the unalienable rights of free citizens. A principled servant-leader, Chaz brings experience, courage, and conviction to every role he serves.