From 15 Sarees to a Global Fashion Business: How Sisters Aparna and Ambika Thyagarajan Built Shobitam

The story of Shobitam is an example of how a personal passion, a gap in the international fashion market, and a technology-driven business model can come together to create a global brand.

When Aparna and Ambika Thyagarajan started their entrepreneurial journey, they were not launching a large fashion house or opening a chain of retail stores. Their initial collection consisted of just 15 sarees listed on Etsy.

Their ambition, however, was much bigger.

Living in the United States, the sisters understood the difficulties faced by Indian women living abroad who wanted access to authentic sarees, traditional Indian textiles, and contemporary ethnic fashion without depending on occasional trips to India.

They recognised an opportunity to connect India's rich weaving traditions with a growing international customer base.

In March 2019, the sisters established Shobitam, a digital-first ethnic fashion business built around Indian craftsmanship, accessible fashion, and global e-commerce.

What began with a small online collection soon attracted customers from different countries. Their first international order reportedly arrived from France within three days of launching their Etsy store.

The journey of Shobitam demonstrates how two entrepreneurs used their understanding of Indian culture, technology, customer behaviour, and traditional craftsmanship to build a business with an international vision.

Table of Contents

1. The Childhood Connection That Started It All

2. Recognising the Gap in the Global Indian Fashion Market

3. From a Family Conversation to a Business Idea

4. Starting With Just 15 Sarees on Etsy

5. The First International Order From France

6. Combining Technology With Traditional Indian Craftsmanship

7. Building Relationships With India's Weavers and Artisans

8. Growing Beyond Etsy Into a Global Fashion Brand

9. The Business Philosophy Behind Shobitam

10. Lessons for Entrepreneurs Building Fashion Businesses

11. The Takeaway

1. The Childhood Connection That Started It All

For Aparna Thyagarajan, the connection with fashion began during childhood.

According to Shobitam's official founder biography, Aparna was interested in design from a young age. At around 12 years old, she stitched a dress for her younger sister Ambika using an old saree.

It was more than a handmade birthday gift. It was an early indication of her interest in fabrics, colours, creativity, and transforming traditional materials into something new.

Ambika also developed an interest in creative activities, and the sisters shared hobbies such as stitching and designing.

Their exposure to Indian textiles and traditional clothing continued through their family and cultural connections.

As they grew older, their interests developed into a deeper appreciation for India's diverse textile traditions.

The sisters were particularly interested in the craftsmanship behind Indian sarees and the regional weaving techniques that make each textile distinctive.

However, their professional lives eventually took them in a different direction.

Aparna developed a career in technology and worked at Microsoft. Ambika also developed a background in technology and became involved in the operational side of the business.

Although their careers were connected to technology, their interest in fashion never disappeared.

That combination of creative passion and professional experience would later become important in building Shobitam.

2. Recognising the Gap in the Global Indian Fashion Market

After getting married in 2002, she moved to Seattle. While she built her life and career in America, one thing she continued to miss was access to authentic Indian ethnic clothing.

Shopping for Indian fashion outside India was not always a satisfying experience. The variety could be limited, quality was inconsistent, and finding distinctive regional weaves often required considerable effort.

For someone who appreciated the craftsmanship behind Indian textiles, the available options did not always meet expectations.

This experience helped her identify a business opportunity.

There were thousands of Indian women living in the United States, Canada, the United Kingdom, Australia, Singapore, and other international markets. Many wanted to maintain their cultural connections through clothing but did not have convenient access to India's diverse textile traditions.

The problem was not simply finding a saree. It was finding the right saree, with authentic craftsmanship, attractive designs, dependable quality, and a reasonable shopping experience.

Aparna began considering whether an online business could solve this problem.

The opportunity extended beyond the Indian diaspora. Indian textiles, handloom products, embroidery, and traditional craftsmanship could also appeal to international customers interested in distinctive fashion.

This insight became the foundation of Shobitam's business model: bring Indian ethnic fashion directly to customers around the world through a digital platform.

3. From a Family Conversation to a Business Idea

The idea became more concrete during a visit to India in 2018.

Aparna and Ambika were designing sarees for an event and working with a Zardosi artisan. During this interaction, the artisan suggested that they consider starting a boutique and offered to work with them.

The suggestion prompted Aparna to think beyond designing clothing for themselves.

She realised that the same challenges she experienced in America could be affecting thousands of other Indian women living overseas.

Rather than opening a conventional boutique, she considered building an online business that could serve customers across multiple countries.

A family dinner became an important moment in the journey.

Aparna shared her business idea with her family. The concept received encouragement, and Ambika agreed to join her.

Their parents also contributed to the early journey. According to Shobitam's official story, their mother suggested the brand name, while their father volunteered to help with logistics.

This family involvement gave the business an important support system during its early stages.

In March 2019, Aparna and Ambika established Shobitam as a digital-first ethnic fashion brand.

The name Shobitam was selected to represent grace and elegance, reflecting the founders' vision of making Indian fashion accessible to a wider audience.

The idea was straightforward but ambitious: create an international fashion business rooted in Indian craftsmanship.

4. Starting With Just 15 Sarees on Etsy

Instead of investing immediately in a large inventory, physical stores, or expensive retail infrastructure, the sisters decided to start small.

They listed their initial collection on Etsy.

Their starting range consisted of just 15 sarees.

This was a practical way to test whether customers outside India would respond to their products.

Etsy already had an international audience interested in handmade products, unique designs, and artisanal goods. It offered the sisters an opportunity to reach customers without first building an independent e-commerce platform.

The initial approach also allowed them to learn about international customer preferences.

They could understand which products attracted attention, what customers valued, and how people responded to Indian ethnic fashion when presented through an online marketplace.

Aparna's technology background was particularly useful here.

Rather than relying exclusively on social media posts or informal selling groups, the sisters wanted to create a structured online shopping experience.

They understood that a fashion business needed more than attractive product photographs. It required clear product information, reliable communication, customer trust, payment processing, and fulfilment.

Starting with 15 sarees reduced the initial complexity while allowing them to validate the concept.

It also demonstrated an important entrepreneurial principle: a business does not need a massive product catalogue to test whether a genuine market opportunity exists.

Sometimes, a carefully selected collection and a clearly defined customer group are enough to begin.

5. The First International Order From France

The sisters received their first order from France.

For a business that had started with only 15 sarees, this was an encouraging indication that their idea had international potential.

The first collection sold faster than expected, according to Aparna's account in an interview with YourStory.

Customers who purchased from the store also began recommending the products to others.

This early word-of-mouth response was significant.

Fashion is a category where customer confidence matters. Buyers want to know whether the product looks as expected, whether the fabric and craftsmanship are genuine, and whether the seller can deliver internationally.

Positive early experiences helped the business develop credibility among customers who were discovering the brand for the first time.

The sisters began receiving orders from different international markets, including Australia, Singapore, the United Kingdom, and North America.

The business was no longer simply an experiment involving a small collection of sarees.

It was becoming a real cross-border fashion operation.

During the festive season of 2019, demand increased considerably. The growing number of orders also required family members to help with packaging and shipping.

The early response gave the founders confidence to invest more seriously in developing the business.

The first order from France was therefore more than a sale. It was an early validation of the international demand they had identified.

6. Combining Technology With Traditional Indian Craftsmanship

Both sisters had technology backgrounds, which influenced how they approached the business.

They recognised that the traditional Indian ethnic fashion market was fragmented. Many weavers, artisans, and small businesses had distinctive products but limited access to international customers.

An online-first model offered a way to connect these producers with buyers across geographical boundaries.

Shobitam gradually developed its own direct-to-consumer website, moving beyond dependence on third-party marketplaces.

YourStory reported that the company launched its independent website within its first year, giving it greater control over the customer experience and its relationship with buyers.

This was an important business decision.

An independent website allows a fashion company to manage its own product presentation, brand identity, customer communication, marketing, and shopping experience.

It also provides opportunities to build long-term customer relationships rather than relying entirely on a marketplace.

Technology was not intended to replace the traditional craft behind the products.

Instead, it became the infrastructure through which that craftsmanship could reach a larger audience.

In a later interview with Fibre2Fashion, Aparna discussed the company's use of technology to improve product quality, coordinate with artisans, manage designs, and support fulfilment.

The business also described using technology to gain visibility into production and reduce quality issues earlier in the process.

This combination of digital commerce and traditional manufacturing became central to Shobitam's positioning.

7. Building Relationships With India's Weavers and Artisans

For Shobitam, working with Indian weavers and artisans became an important part of its business philosophy.

India has a wide variety of textile traditions, each associated with particular regions, materials, techniques, and communities.

The brand's collections have featured crafts and textile traditions including:

• Sozni embroidery from Kashmir.

• Chikankari from Uttar Pradesh.

• Dabu printing from Rajasthan.

• Ikat weaving from Odisha.

• Moirang Phee from Manipur.

• Kalamkari traditions.

• Banarasi textiles.

• Ajrakh printing from Gujarat.

These are not interchangeable decorative techniques. Each has its own history, process, and artistic identity.

Shobitam's approach has been to work with artisans and weaving communities to develop collections that retain the character of their traditional crafts while appealing to contemporary customers.

Aparna has spoken about the importance of preserving the originality of these crafts while introducing modern aesthetics.

The company has also described its philosophy as being "Weavers First, Customers First".

This approach connects two important parts of the business: supporting the people behind the products and providing customers with quality ethnic fashion.

The scale of these relationships has grown over time.

A 2021 YourStory report stated that Shobitam was associated with more than 340 weavers and artisans across 16 Indian cities at that time.

A 2026 India Fashion Forum profile of Aparna reported a network of more than 640 weavers and artisans across 24 clusters.

These are figures reported at different points in the company's development, not a continuously audited employment count.

The larger point is that the business model has increasingly connected international demand with India's dispersed textile and artisan communities.

8. Growing Beyond Etsy Into a Global Fashion Brand

They began developing a wider product portfolio rather than limiting the business to its initial saree collection.

Over time, Shobitam expanded into categories such as:

• Traditional and contemporary sarees.

• Blouses and designer blouses.

• Lehengas and ethnic dresses.

• Dupattas and stoles.

• Jewellery and accessories.

• Men's and children's ethnic clothing.

• Contemporary Indo-Western fashion.

• Selected home and lifestyle products.

This wider selection helped the company serve customers with different preferences and shopping requirements.

In its 2021 account, YourStory reported that Shobitam had reached more than 1,000 products and shipped to over 30 countries. The same report stated that the company recorded ₹9 crore in annual turnover in FY2021, with the founders reporting growth of more than 300% during the preceding two years.

These are historical company figures reported in 2021, not current revenue figures.

The brand also continued developing its international presence.

A 2023 company announcement reported that Shobitam had more than 2,000 products, worked with over 540 weavers across 19 cities, and served customers in more than 40 countries.

More recently, an India Fashion Forum profile in 2026 described the company as working with over 640 weavers and artisans across 24 clusters and serving customers in more than 45 countries.

These milestones illustrate how the business moved beyond its initial marketplace experiment.

The founders were building a larger digital commerce operation with international customers, a broader product catalogue, artisan partnerships, and a stronger independent brand identity.

9. The Business Philosophy Behind Shobitam

The story of Shobitam is not only about selling sarees internationally. It also reflects a particular philosophy about how traditional fashion can remain relevant in a changing marketplace.

Making Indian ethnic fashion more accessible

The founders identified that many women living outside India wanted authentic Indian clothing but faced difficulties accessing a wide selection.

Their business model addressed this through an online shopping platform designed for international customers.

Preserving traditional craftsmanship

Rather than treating regional weaving techniques as simple design decorations, the company has emphasised working with artisans and showcasing the distinctive characteristics of Indian textile traditions.

Combining heritage with contemporary design

Shobitam's approach is not limited to conventional ethnic clothing.

In an interview with Fibre2Fashion, Aparna discussed contemporary interpretations such as Banarasi brocade trench coats, denim blouses, and combinations of traditional and modern design elements.

This creates opportunities for traditional textiles to reach customers who may prefer contemporary silhouettes.

Making customer experience central

International fashion e-commerce involves several challenges, including product presentation, sizing, quality expectations, shipping, and returns.

A business serving customers across different countries needs dependable processes to build trust.

Aparna has discussed quality checks, technology-supported production visibility, and fulfilment as important parts of the company's approach.

Looking beyond fast fashion

Aparna has also expressed concern about the impact of mass-produced fast fashion on traditional textile craftsmanship.

Her perspective is that authentic handloom products carry cultural and artistic value that cannot simply be replicated by mass manufacturing.

The company has discussed the use of natural fabrics and vegan silk alternatives as part of its broader approach to more considered fashion.

These principles provide the business with an identity beyond product variety and price.

They connect the commercial purpose of Shobitam with the preservation and wider appreciation of Indian craftsmanship.

10. Lessons for Entrepreneurs Building Fashion Businesses

The journey of Aparna and Ambika offers several practical lessons for entrepreneurs interested in building fashion, lifestyle, and e-commerce businesses.

1. Start with a problem you personally understand.

Shobitam emerged from Aparna's difficulty finding authentic Indian ethnic wear in the United States. Experiencing the problem herself helped her understand the needs of a wider customer group.

2. Start small and validate demand.

The founders began with just 15 sarees on Etsy instead of investing immediately in a large retail operation. Their first international order arrived within three days, providing early validation.

3. Understand your international customer.

Customers living outside India may have different expectations around product selection, convenience, delivery, quality, and shopping experience. Understanding these requirements is essential for cross-border fashion businesses.

4. Use technology to solve traditional industry problems.

A strong online platform can connect customers with producers who might otherwise have limited access to international markets. Technology can also improve product information, quality management, and fulfilment.

5. Build direct relationships with suppliers.

Working closely with weavers and artisans can improve product understanding, design collaboration, and supply-chain visibility.

6. Develop a distinctive product identity.

A fashion brand needs more than a large catalogue. Shobitam's focus on regional Indian weaves and contemporary interpretations gives it a recognisable position.

7. Build a brand rather than depending entirely on marketplaces.

Starting on Etsy helped test the concept. Developing an independent website subsequently gave the company more control over its customer experience and brand identity.

8. Make cultural heritage commercially relevant.

Traditional craftsmanship can reach new audiences when presented through designs that suit contemporary lifestyles without losing the identity of the original craft.

9. Treat customer trust as a long-term business asset.

International customers need confidence in product quality, authenticity, communication, and delivery. Consistency across these areas is essential for repeat business.

10. Build a business with a purpose beyond sales.

Connecting artisans with global customers gives the company an additional dimension. Commercial growth and the preservation of traditional crafts can support each other when the business model is designed thoughtfully.

11. The Takeaway

What began with childhood creativity, an interest in Indian textiles, and the challenge of finding authentic ethnic clothing in America eventually became Shobitam.

The sisters did not begin with a large product catalogue, a network of retail stores, or a major fashion-industry investment.

They started with 15 sarees and an Etsy store.

Their first order from France arrived within three days, providing an early indication that customers outside India were interested in the products they were offering.

From there, the business developed through a combination of technology, direct customer relationships, international e-commerce, and partnerships with India's weaving communities.

Aparna brought her technology and product vision to the business, while Ambika contributed to its operational and logistical development. Their complementary skills helped turn a creative idea into a structured digital-first fashion company.

The company's evolution also demonstrates the potential of India's traditional textile industry in international markets.

Indian sarees, embroidery, handloom techniques, and regional crafts are not simply products associated with cultural celebrations. They can become part of a wider global fashion market when customers have convenient access and understand the value behind the craftsmanship.

Shobitam's journey is a reminder that international business opportunities do not always begin with a completely new product.

Sometimes, they begin by making something valuable from an existing culture more accessible to the rest of the world.

For entrepreneurs, the biggest lesson is perhaps the simplest: identify a genuine customer problem, begin with a manageable idea, build trust through the customer experience, and develop a business model capable of growing beyond its original market.

From 15 sarees to a business serving customers across international markets, Aparna and Ambika's journey illustrates how Indian craftsmanship and digital entrepreneurship can come together to build a global fashion brand.