This article discusses the importance of board diversity going beyond just gender and race to also include diversity of experience, skills, and perspectives. It describes a situation where the interim CEO of a struggling subsidiary company realized they did not need a CEO with direct industry experience, as the existing employees already provided that expertise. Instead, what was really missing were leadership skills and a decisive strategic vision that could stabilize the business and set it on a path to profitability. The article advocates for considering four dimensions of diversity on boards: perspective, skills, experience, and attributes like gender, race, age, and background. This can help boards access a wider range of expertise to tackle complex challenges.