We were lucky to catch up with Chris Reale recently and have shared our conversation below.

Hi Chris , thanks for joining us today. Coming up with the idea is so exciting, but then comes the hard part – executing. Too often the media ignores the execution part and goes from idea to success, skipping over the nitty, gritty details of executing in the early days. We think that’s a disservice both to the entrepreneurs who built something amazing as well as the public who isn’t getting a realistic picture of what it takes to succeed. So, we’d really appreciate if you could open up about your execution story – how did you go from idea to execution?

The process of going from idea to execution can be a long road. For me, it started when I was a kid. I always had aspirations to be a chef, so, inevitably, as soon as I was old enough to start working, I went straight into the kitchen. As my passion for the business began developing, I started absorbing as much information as possible—not just about positions within the kitchen but about the entire restaurant. I feel like the first step in this process is gaining experience. Ideas are a dime a dozen; it takes knowledge of your targeted demographic and experience within the entire business to confidently enter this field with hopes of success.

After 10 years in the industry and having worked every position in a restaurant, I began carving out ideas and aspirations for what I would want as a restaurant owner and chef. I knew I wanted to have something in my hometown, as I felt like I had the most experience and understanding of the Fort Worth market. That was the first step in the process.

In 2019, I jumped into my first venture with a buddy of mine from Central Texas. This was a re-concept and relocation of an existing barbecue joint. During that time, I got a crash course in system development and, more importantly, leadership. This was a major learning experience for me, as I was doing everything for the first time: creating an LLC, opening a business bank account, setting up payroll, creating accounts with various vendors, getting approval from the city, hiring, firing, and making sure sales tax and franchise taxes were up to date. It truly felt like being thrown to the wolves. We were operating out of a food truck at the site of what was going to be a brick-and-mortar, but once COVID hit, it halted everything as we put the entire project on hold. No one can fully predict how their business will operate, but it’s up to us to take our best guess. A pro forma, labor schedule, and a good budget are your best friends during the development stage.

Shortly after the closure of the truck, the opportunity to take over and re-concept two of the oldest businesses in Fort Worth was presented to me: Roy Pope Grocery and Paris Coffee Shop. Both of these projects hit at the same time and, to this day, were the most challenging things I have had to do. Although I had prior experience with similar projects, they were nowhere near as challenging as these two concepts. From construction during COVID, hiring, trying to get products in, working in a retail setting for the first time, and a bucket full of other challenges, I had my hands more than full. The process of moving from idea to execution was a little different for these two projects since they had such long histories, but once we reopened, they truly were two entirely new businesses. I applied the same process by conceptualizing new ideas and getting everything on paper with budgets, schedules, timelines, and pro formas to back it all up. Having business partners you can trust and who can support you is crucial, as well as having a team you can rely on to help with what sometimes seems like an impossible task.

I think the fuel behind actually launching the business is a combination of hope and the willingness to push forward, regardless of the obstacles you face—because you will face more than you could ever imagine. It takes an incredible amount of energy and time to get everything going, and even more to keep that wheel spinning. But at some point, it gets to a place where all the front-loaded effort starts to spread out and slowly drives forward on its own.

Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.

Most of this was addressed in the first question (apologies for the length). I am a chef by trade who eventually launched their own restaurant. One of the projects I’m involved with is Roy Pope Grocery, the oldest gourmet grocery store in Fort Worth. This was my first foray into something beyond a restaurant, so it was both a challenge and an invaluable learning experience. Another project I’m part of is Paris Coffee Shop, the oldest restaurant in Fort Worth. Both Paris and Roy Pope were completely revitalized after we acquired them. Each location carries a rich history and holds significant sentimental value for many locals in Fort Worth.

The newest venture I’m involved with is a boutique gym called West Fork Fitness, situated on the West Fork of the Trinity River. We place a strong emphasis on service and hospitality, and by focusing on these, we’ve cultivated a unique environment for our guests, setting ourselves apart from the competition.

A common thread among all the businesses I’m involved with is an unwavering commitment to exceptional hospitality. Hospitality is my passion, and it was the driving force that drew me into this industry. Creating unforgettable, personalized experiences for every person who walks through our doors is always at the forefront of my priorities.

How do you keep your team’s morale high?

This was a challenging lesson for me in the beginning. As an employee, I had always strived for independence and empowerment. I assumed that all employees shared this mindset, but once I became an employer, I quickly realized that not everyone thinks the same way. This revelation opened my eyes to the importance of systems, training, and clearly communicating expectations. Setting clear standards and having a way to monitor efficiency, production, and work ethic are essential when building and managing a team. Everything needs to be concise and straightforward, leaving little room for ambiguity.

While leaders can add their own style to these systems for hourly employees, it remains crucial that managers follow consistent systems and expectations as well. When it comes to building morale, my approach is simple: I never expect anyone to do something I wouldn’t do myself. I believe when employees see their boss working alongside them, it builds trust and motivates them to push harder. They respect having a leader who’s willing to be in the trenches with them.

Can you tell us the story behind how you met your business partner?

My business partner in all three concepts is Lou Lambert. He is a restaurateur and chef based in Austin but came to Fort Worth in the early 2000s, where he opened several legendary establishments. I first met Lou while working at a restaurant he opened, called Lambert’s, here in Fort Worth. At the time, this was my second kitchen job, and I was just 16 years old. I worked my way up the ranks at Lambert’s and had the opportunity to work closely with Lou on menu development, private dinners, and catering. He quickly took me under his wing, constantly encouraging me to absorb as much knowledge as possible within the business. This marked the beginning of one of the most important relationships in my career. Now, as business partners, we share many of the same values, as well as similar food and design styles. We consistently challenge each other to ensure we provide the best possible experience for our guests.

Contact Info:

• Website: https://pariscoffeeshopfw.com/
• Instagram: therealchristopher
• Facebook: https://www.facebook.com/share/163aNbEFGM/?mibextid=wwXIfr