Fabrix sells t-shirts. Fabrix is not real.
Small enough to hold in your head. Old enough to hurt.
You can understand this entire business in one onboarding read. That is deliberate — the difficulty is never in what the company sells, it is in what five years of shortcuts did to the systems that sell it.
Own-brand catalog
Designed tees, sold in the shops and online. The volume business.
Custom printing
A customer’s own artwork, printed and shipped. Made to order, so it barely touches stock.
Bulk and B2B
College fests, startup swag. Enquiry online, closed by a human. The largest orders and the least-built system.
- 2021Two founders open store #1. Screen printing in the back room.
- 2022–23Stores #2 and #3. A contractor builds the POS and billing system — the legacy one.
- 2024Customers keep asking to order online. A website is built fast, on top of the shops’ data.
- 2025Seed funding. Real engineers hired. The team reaches about fifteen. The monolith starts getting split.
- 2026Online is growing faster than the stores, and everything built for three shops is straining. This is why you are hired.
The stores came first. Everything else follows from that.
These are not defects somebody planted for you to find. They are what has to be true about a company that ran three shops for three years and then asked the same database to sell to the internet. The bugs you will hunt are downstream of these six facts.
Stock was designed per shop
Then the website asked it a question it was never built to answer: how many can we sell online? Every oversell in this company descends from that one thing.
The POS still keeps its own stock tables
And still writes to them. Two systems each believe they know the truth, and neither is told when the other changes.
The same human is two customers
A phone number on a store bill, and an account online. Nobody ever merged them.
There are four ideas of “the price”
Store price, MRP, online price, festival offer — each added in a different year by a different person solving a different problem.
Returns work differently by channel
In store it is manual and based on trust. Online it is a workflow. The policy document describes one process; the code does two.
GST invoice numbering was decided in a hurry
Each store had its own series, then online needed a new one. The reports have never quite reconciled, and everyone has learned to live with it.
A monolith they are still escaping.
Eight repositories, one of them written by a contractor in 2022 and still running the shops. No ticket ever needs more than two of them running at once — that is a rule on us, not on your laptop.
fabrix-posLEGACY · 2022The legacy monolith — store billing, GST invoices, cash reconciliation, and its own stock tables.
fabrix-storefrontThe customer web app — browse, product pages, the design studio, accounts.
fabrix-catalogProducts, variants, pricing, collections.
fabrix-inventoryStock ledger, reservations, transfers, availability.
fabrix-ordersOrders, fulfilment, shipping, returns, refunds, invoicing.
ms-cartCart state, line pricing, promotions.
ms-checkoutAddress, delivery promise, payment orchestration, order creation.
fabrix-backofficeThe ops dashboard — catalog admin, artwork moderation, B2B quotes, reports.
The interesting bugs live at the edges.
Five outside services Fabrix depends on and does not control. They behave the way real vendors behave: the documentation drifts, the webhooks arrive out of order, and a breaking change lands on a Tuesday.
- RaveKitPRODUCT REVIEWSCount mismatches, syndication lag, documentation that no longer matches the API.
- PayZenPAYMENTSWebhook retries, refund states, signature verification.
- ShipKartSHIPPINGTracking that falls out of sync, webhooks that arrive out of order, COD and returns.
- PrintWorksTHE PRINT HOUSECSV drops, rejected print files, capacity and lead-time lag.
- MailPostEMAIL AND SMSTemplate errors, rate limits, unsubscribe compliance.
Fabrix has sprints, too. They get named, they end on a Friday, and somebody posts a demo note in chat. None of it touches you. You work continuously, nothing is ever due because a sprint ended, and you are never late to one. A company with no rhythm reads as fake — but a rhythm you are judged against would be a deadline we invented for atmosphere, and we are not doing that.
What this is not.
A simulated company is an unusual thing to buy, and the wrong impression here would be our fault, not yours.
Fabrix is not a real employer and this is not a job. There is no salary, no stipend, no offer of employment, and nothing here is a placement service or a job guarantee. You are paying a one-time fee for work experience, in the same way you would pay for anything else you learn from.
The people you work with — your manager, your reviewers, the teammate who answers when you are blocked — are AI, and we say so on every page. The company, its stores, its customers and its vendors are written. What is not simulated is the code you write, the repositories you write it in, the GitHub account it lands on, and the record at the end. Those are yours and they are real.
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Bring your branch, your year, what you have built. We tell you plainly if this is the right next step — and what to do instead if it is not.