
Matthew Davis graduated from Warrant Officer Candidate School and is here, photographed with Pete O’Hare’s patch. It meant a lot to take that patch with him.
Author Note
Correspondence concerning this article should be addressed to Matthew Davis. I have no known conflict of interest to disclose. I attest that this work is my own, original work and not that of another student, scholar, or internet source. I understand that I am responsible for knowing and correctly utilizing referencing and bibliographical guidelines.
The Specialized Advisor
There are only a few times that you will meet someone [who] has a lasting impact on your life. This essay is about the Warrant Officer who has had that impact on me. This person possessed the Warrant Officer competencies and that of the Army Profession, even though he was a Marine Corps Warrant Officer. His military expertise and leadership capabilities allowed him to be an innovative integrator during his service to our nation. The Warrant Officer I am going to write about is Chief Warrant Officer 5 Peter “Wheeler” O’Hare. Pete started as a 1390 Expeditionary Fuels Officer in the United States Marine Corps in 1979. Pete served in several operations, from counterdrug operations to deployments in Iraq and
Afghanistan. Pete integrated and improved systems while deployed in Iraq and Afghanistan, where he improved the fuel offload capabilities from six miles offshore to seventy miles inland, bolstering abilities to get fuel along the route we controlled by a factor of ten. Even after retirement, Pete continued to serve his community and nation. From providing hurricane support with one of his historical airplanes that he restored to helping me find the role of a Warrant Officer. Pete O’Hare is a man that is worth remembering and showing as an example of an outstanding Warrant Officer.
Core Competencies.
A warrant officer’s reputation precedes them. Someone always knows them. This is a double-edged sword. Warrant Officers are judged by their competencies. Using the Leadership Requirements Model (LRM) from the Army Doctrine Pamphlet (ADP) 6-22 we can see the criteria that all Soldiers are “graded” on. I believe Chief O’Hare fully exemplified all core competencies and attributes of a leader to the highest echelon. But I specifically want to talk about the intellect and develops portions of the LRM. To be an innovative integrator, you must have intellect. Pete showed high levels of intellect when he completely redesigned the fuel pipeline in Iraq to exponentially increase the distance for refueling supplies. ADP 6-22 talks about innovation under the Intellect chapter. It states that “Being innovative requires creative thinking that uses both adaptive (drawing from expertise and prior knowledge) and innovative approaches (developing completely new ideas)” (Department of the Army, 2019). Pete not only exemplified innovation and intellect in his life as a Marine, but also as an avid aircraft and classic car restorer. Pete was able to develop many people throughout his life, including myself. When I attended Pete’s funeral at the Arlington National Cemetery, I saw many people my age who, just like me, were influenced and developed by Pete to be the best leader and person they could be. This only further cemented the fact to me that Pete was a true leader and mentor. ADP 6-22 says “Leaders look ahead and prepare subordinates with potential to assume positions with greater leadership responsibility.” Pete not only looked for ways to prepare others to replace him and those within his organization, but he also looked to prepare others to replace themselves. He encouraged others to look inward and be the best they can be for others around them. As a leader, he made leaders.
A Steward in Any Profession.
A leader doesn’t abandon his post and leave others to frantically fill the void. A true leader trains his replacement. The biggest impact Pete had was on people. I first met Pete when I was working at a small airport after high school. I wasn’t sure what I was going to do with my life. Pete saw my willingness to learn and my passion for aviation and service to country as a catalyst to become a warrant officer myself. Pete mentored me to pick up the torch and lead when he didn’t have to. He was retired by that point and had no obligation to mentor me. ADP 1 says “Through stewardship, Army professionals commit to the long-term effectiveness of the profession.” (Department of the Army, 2012). Pete followed that to the letter. He focused on developing me to contribute to the long-term stability of the profession of warfighter. “Stewardship requires commitment from a leader, responsibility, and personal accountability to ensure the development of future generation” (Russell,2018). Pete could have given up and taken the time he took to develop me as a leader to spend with his family and enjoying his retirement, but if I was willing to work and put in effort, he was right there next to me. He continued to pour into me when he had no obligation or reward for doing so. As a Leader, Mentor, and Marine, Pete was the perfect definition of a Warrant Officer. He was an innovative integrator, operator, competent beyond reason, a leader of many in and out of military service, and an advisor to countless people. His attitude was contagious and his work ethic unmatched. Within five minutes he could influence a group of strangers into helping accomplish a task. But most importantly, he changed my life and gave me guidance that will never be matched. A military journal by MSG Leslie Renken says “When the relationship between you and your Soldier goes beyond what happens at “work” and the Soldier looks to you for your guidance in life-changing decisions that affect not only his or her career but their family and their future, you have progressed beyond being a great leader” (Renken, 2017). I firmly believe Pete was a great leader.
Carrying his legacy
CWO 5 O’Hare was the perfect example of character, presence, and intellect. An outstanding leader, developer of Warrant Officers, and an achiever of whatever he worked on. He was an innovator, but most importantly to me, he was a steward of the profession. Pete was a great friend and the best mentor anyone can ask for. While I never knew him while he was serving in the Marines, I know for certain he was an outstanding Warrant Officer and lived the values, attributes, and competencies daily throughout his life. He was a trusted leader and someone I continue to look up to and strive to be as a Warrant Officer, leader, and person. I firmly believe that I would not be where I am today without his guidance and mentorship. He didn’t just train a replacement; he forged many leaders to take his place in a position that he had given a life of service to.
References
Department of the Army. (2012). The Army (ADP 1). Retrieved from https://api.army.mil/e2/c/downloads/303969.pdf
Department of the Army. (2019). Army leadership and the profession (ADP 6-22). Retrieved from https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ADP6_22_2019.pdf.
P Russell, R. (2018, October 29). A stewardship of the profession. ArmyUPress.mil. Retrieved January 18, 2026, from https://www.armyupress.army.mil/Journals/NCOJournal/Archives/2018/October/Stewardship/
Renken, L. (2017, December 13). Mentorship: understanding a leader’s investment. ArmyUPress.mil. Retrieved January 18, 2026, from https://www.armyupress.army.mil/Portals/7/nco-journal/docs/Mentorship.pdf







