October 5, 2025
Ashish Kacholia (@LuckyInvest_ARK)
When asked about his process for selecting companies, Kacholia outlined a systematic approach that starts with an initial trigger. This spark could be anything from strong quarterly results, a promising IPO pitch deck, or a brokerage recommendation

Renowned investor Ashish Kacholia recently provided a candid glimpse into his investing mind through a casual Twitter conversation with his followers. The exchange, which touched upon the core pillars of his strategy, from stock selection to long-term conviction and exit planning, offers valuable takeaways for new and seasoned investors alike.

The Genesis of an Investment: Triggers and Evaluation

When asked about his process for selecting companies, Kacholia outlined a systematic approach that starts with an initial trigger. This spark could be anything from strong quarterly results, a promising IPO pitch deck, or a brokerage recommendation.

However, a trigger only sets the stage for a deeper investigation. The key factors he evaluates before committing capital are:

  • Opportunity Size: Assessing the potential market and growth trajectory of the business.
  • Competitive Analysis: Understanding the company’s position relative to its rivals.
  • Valuations: Ensuring the stock price is attractive relative to the company’s fundamentals and future prospects.

He notes that the decision isn’t always linear, stating, “…sometimes investment is made,” suggesting a blend of quantitative analysis and qualitative judgment.

The Anchor of Conviction: When to Hold Long-Term

One of the most challenging aspects of investing is maintaining conviction through market cycles. For Kacholia, the commitment to hold a stock long-term is generally tied to performance. Yet, he also acknowledges moments of “extreme conviction in face of bad numbers.”

To illustrate this, another follower asked about holding a stock with great potential and management but no returns for several years due to external issues. His response underscores the importance of confidence in the underlying story:

“Depends on your confidence in the story, i waited for 5 years in Vishnu Chemicals because i never doubted the underlying profit generation capacity of the business.”

This highlights a key tenet of value investing: the ability to differentiate between temporary headwinds and permanent damage to a business’s core earnings power.

The Exit Strategy: Funding a Better Opportunity

Knowing when to exit a position is often more crucial—and difficult—than knowing when to enter. Unlike a rigid stop-loss rule, Kacholia’s exit strategy appears to be rooted in opportunity cost and emotional fatigue.

He stated that an exit may occur “when i get tired and things are not going well.” The primary motivation for selling is often to “fund another opportunity which looks better.”

Crucially, he provides a pragmatic reality check: “every investment looks good at time of investment. Problems only surface later…lol” This candid admission acknowledges the inherent uncertainty and psychological complexity of the investing journey.

Learning from Mistakes: The Power of Hindsight

No investor, not even a veteran, is immune to selling winners too soon. When a follower brought up his early exit from KEI Industries in 2017, Kacholia readily admitted the error: “Of course, in it was a mistake to have sold but hindsight is always 50:50.

However, his perspective on the stock’s subsequent rise reveals a refreshingly positive outlook: “Also, I like it when stock goes up after I sell, it validates my original investment quality.” This philosophy transforms a missed profit opportunity into a confirmation of his initial judgment, reducing the sting of the error and reinforcing the quality of his selection framework.


Kacholia’s Twitter exchange provides an invaluable lesson: successful investing is not about a magical formula but a disciplined framework built on thorough investigation, a robust level of conviction tied to business fundamentals, and an exit strategy that remains flexible and grounded in opportunity cost.

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