If we talk about sustaining the company then I completely agree with you; I'd argue though that he has enough recognition right now to get the brand off the ground, but to sustain it he's got to keep playing at a high level. Dude already has the connections in place (Supreme Flight John, Ian with CCDG etc) to really get the business right, but to promote it correctly he's got to stay at a high level. But if he stays at a high level I can definitely see his brand becoming the Jumpman of disc golf.
I haven't been following this thread from the beginning but sweet!
Let me be that super annoying, PC guy, but I can see your experiences and share my own. For me, I think it depends on the tooling. At the garden hose plant they just ran it flat out and didn't really care as much because it was low tech. Our tooling supplier at the other plant was a father/son shop which was very small. It's really going to depend on the shop and the process overall, at least in my experience.
And again, this is why you start this brand with a company who already manufactures discs, such as Discraft, Innova, Lat64, Gateway etc. they already have the injection machines, the machine shop relationships, and the knowledge on how to get a mold up and running on a machine. Paul just brings in his disc design thoughts, his marketing and talent, and his business relationships. Overall, it'll be a ton of work for him and I'd expect him to struggle some in the early days because of all the distractions, but if he can stay focused and compete and delegate the business decisions he should, I think he can be successful with it.
And one final note that's thread drifting; I'd say some of the reasons we have all these specific runs and 3-line v 2-like etc is both the natural process variation and also the self-taught sort of QC and process side. I'd be super interested, as an industrial engineer grad, to see some SPC charts on the process capability our manufacturers in the sport have