The Wireless Fight Is On: Nexoria Wireless Takes Aim at Cricket and the Low-Cost Carrier Market

Oct 5, 2026


New wireless company founded by Thomas Ford and Kent O'Jon enters a crowded market with plans starting at $10 and a message to established carriers: consumers deserve more choices


Atlanta, Georgia Oct 4, 2026 (Issuewire.com) - The fight for value-conscious wireless customers may be getting a little more crowded.

Nexoria Wireless, a new wireless company established by Thomas Ford and Kent O'Jon, is entering the national market with an ambitious target: compete for customers who might otherwise choose established brands such as Cricket Wireless, Metro by T-Mobile and other low-cost wireless providers.

And Nexoria is not trying to enter quietly.

With wireless plans beginning at $10 per month, a growing lineup of smartphones and rugged devices, and plans to integrate artificial intelligence into the customer experience, the company is attempting to carve out space in one of the most competitive consumer industries in America.

The challenge is significant.

Cricket Wireless already has national name recognition, thousands of retail locations and the backing of AT&T. Metro by T-Mobile has similar advantages. Other brands have spent years building their own loyal customer bases.

Nexoria has none of that history.

What it does have, its founders argue, is the ability to build differently.

"We know who we are competing against," said Thomas Ford, founder and managing partner of Nexoria Enterprise Corporation. "We are not pretending that Cricket, Metro and the larger brands are going to disappear. The question is whether consumers are willing to give another company a chance when the pricing is competitive and the service gives them what they need."

That puts Nexoria directly into a battle already being fought over price, service and customer loyalty.

Nexoria Wants a Seat at the Table

For years, the low-cost wireless market has been controlled by familiar names.

Cricket Wireless, Metro by T-Mobile, Visible, Mint Mobile and numerous other providers compete for customers who want wireless service without traditional postpaid pricing.

Nexoria Wireless is betting there is still room for another competitor.

The company currently promotes wireless plans beginning at $10 per month and is developing offerings for individuals, families, businesses and customers who want rugged devices designed for demanding environments.

That includes construction workers, drivers, field employees, outdoor users and businesses whose phones are expected to survive more than an office desk.

The company's leadership believes that combination could help it stand apart in a market where many competitors promote similar unlimited-data and prepaid offers.

But the real test will be getting consumers to notice.

Taking on Cricket Means Competing on More Than Price

Cricket Wireless represents one of Nexoria's clearest competitive benchmarks.

The AT&T-owned brand is well established among prepaid and value-conscious consumers and has spent years developing both physical retail distribution and national brand recognition.

Nexoria is entering from the opposite direction.

It is smaller, independently built and attempting to grow from the ground up.

That creates an obvious David-versus-Goliath comparison.

Nexoria's founders say they are comfortable with it.

"We are not afraid of competition," Ford said. "Competition is what gives consumers better choices. If Cricket has a good product, they should continue to earn their customers. Our job is to give people a reason to look at Nexoria too."

The company says that reason will eventually extend beyond price.

Nexoria is developing artificial intelligence tools intended to assist customers with service questions, account information and other everyday digital needs.

It is also building relationships with independent retailers, affiliates, influencers and business partners rather than depending entirely on traditional corporate retail stores.

Can a Smaller Company Really Compete?

That is the question Nexoria now has to answer.

Wireless consumers have heard promises from new providers before.

Low prices may attract attention, but long-term success depends on whether customers receive dependable service, responsive support and a reason to stay.

Nexoria's leadership says it understands that credibility will have to be earned.

"Our name doesn't mean anything unless the customer experience backs it up," Ford said. "We can talk about being different all day, but customers are going to decide whether we actually are."

That may be where the real battle begins.

In a market dominated by companies with enormous marketing budgets, Nexoria cannot simply outspend its competitors.

It will have to outmaneuver them.

That could mean lower-cost plans, different devices, stronger customer support, artificial intelligence tools and a business model that relies more heavily on independent retailers and community-based partnerships.

More Than Another Prepaid Brand

Nexoria's founders also want the company to stand for something larger.

Ford and O'Jon say they are attempting to build a business that can eventually create economic opportunities for other entrepreneurs, retailers, affiliates and workers as the company grows.

That philosophy is not expected to matter to every consumer.

Nor should it.

The founders say customers should choose Nexoria only if the company earns their business.

But if Nexoria can compete successfully while also building economic opportunities around itself, the company believes it can demonstrate a different approach to corporate growth.

That makes the company's entry into wireless about more than adding another logo to an already crowded industry.

It creates a test.

Can a smaller, independently built wireless company step into the same arena as Cricket, Metro and other established carriers and win enough customers to matter?

Nexoria Wireless intends to find out.

"The fight isn't about tearing another company down," Ford said. "It's about proving there is room for us too."

For consumers, that competition could ultimately be a good thing.

More competition means more pressure on carriers to improve pricing, service and customer experience.

And if Nexoria succeeds, the wireless industry's established players may find themselves watching a new name a little more closely.

More information about Nexoria Wireless is available at NexoriaWireless.com.

About Nexoria Wireless

Nexoria Wireless is a wireless communications company operating under Nexoria Enterprise Corporation. Established by Thomas Ford and Kent O'Jon, Nexoria Wireless offers mobile service and technology solutions for consumers and businesses, including affordable wireless plans, compatible devices, rugged smartphones and developing AI-powered customer tools.

Media Contact

Nexoria Wireless
Nexoria Enterprise Corporation
Website: NexoriaWireless.com

Media Contact

Nexoria Enterprise


[email protected]

515-420-0388

6701 Corporate Dr #8023

https://nexoriaco.com/

Source :Nexoria Enterprise Corporation d/b/a Nexoria Wireless

This article was originally published by IssueWire. Read the original article here.

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Why Francesca Hong is still on the campaign trail

Francesca Hong, a representative in the Wisconsin State Assembly, poses for a photo with a supporter in Racine, Wisconsin, on July 19, 2026. | Sara Stathas for the Washington Post via Getty Images The Wisconsin gubernatorial race was one of the most closely watched Democratic primaries in the country this year, pitting a democratic socialist, state Rep. Francesca Hong, against Milwaukee Democrat David Crowley, who received the endorsement of the state’s sitting Democratic governor, Tony Evers. Hong lost the race, setting up Crowley to face Republican Rep. Tom Tiffany in the general election this fall. But she’s already back on the campaign trail, this time trying to help Democrats win a trifecta in the state: the governor’s race and both legislative chambers. Unifying the state’s voters to achieve that won’t be easy, though. Hong spoke with America, Actually host Astead Herndon about her own loss, Evers’s role in it, and whether or not the voters who felt so passionate about her own campaign would find enough to love in Crowley’s campaign — in particular on the increasingly important issue of data centers.  Astead and Hong also talked about what Wisconsin means for the Democrats nationally, and what lessons the party should take from her race, including her loss. “I said this, and I will continue to say it — the person who is most electable is the person who ended up getting the most votes, and that was Crowley this time around,” Hong said. “But I think there’s a disservice when you have the most powerful Democrat in the state choosing to ignore a lot of voters and people who were inspired and energized and coming out to participate in politics for the first time through our campaign. I think it was shortsighted to use electability almost as a fear tactic.” Below is an excerpt of Astead’s conversation with Hong, edited for length and clarity. There’s much more in the full show, so listen to America, Actually wherever you get your podcasts or watch it on Vox’s YouTube channel. Part of the reason we wanted to come here was because we saw you were getting back on the campaign trail, and specifically around that idea of energizing Wisconsin toward a trifecta. Now, just tell me the difference in terms of the importance of Democrats winning it all — not only the governor’s mansion, but both houses of the state legislature — versus just the governor’s mansion. How does that change the possibilities of what the party could do? For the last 16 years, a Republican majority in the state legislature has meant that passing the types of policies that we know can drastically improve the lives of everyday folks here in Wisconsin stalled. And we have a historic opportunity to flip the assembly and the state Senate and hold the governor’s mansion and the entire executive branch to a Democratic majority, meaning the opportunity to pass the policies that the majority of our state supports — things like increasing minimum wage, things like legalizing marijuana, codifying abortion.  We also need to repeal Act 10 [which dramatically restricted collective bargaining rights for public-sector employees]. Wisconsin is where workers’ rights, things like unemployment insurance, Social Security were born, and we moved backwards with the Republican majority. That’s all on the table with the Democratic trifecta. It also, though, raises the political standard of what Democrats would have to do to achieve that, and some of it goes through these more rural communities. Why do we think the party has fallen behind in more rural communities, and what could be done to reverse that? I think it’s important to look at what’s happened in the rural communities when we’ve seen manufacturing jobs leave the state, when we’ve seen fewer and fewer supports for our small farmers. And so much of this — what connects it — is actually the growth of massive wealth and corporate control and corporate greed, and more people feeling the impacts of that. There’s an opportunity right now to say, ‘Hey, Republicans have been in the legislature, they’ve been in power, and things have not improved for you or your community … Now’s the opportunity to make sure that we’re actually able to see our shared Wisconsin values of working hard and taking care of our kids be reflected back in Madison through laws.’ So much of your campaign was focused on data centers, stopping data centers. Should I think of that as a rural issue? I think the issue around data centers is an everyone issue. It’s a democracy issue. It’s people wanting to feel like there are folks who care about what happens to communities, and that they have control and an actual say in what happens in their communities. To that point, is it a mistake for David Crowley, the Democratic nominee, to have not gone as far as you did and say, “We won’t be building more data centers for a period of time”? He’s fighting for communities and community control when it comes to data centers. But it’s not a moratorium. But it’s not a moratorium. It isn’t, but he’s also committed to 100 percent renewable energy, clean energy to power data centers. And achieving that is going to be incredibly difficult, and it is going to be the developers having to pay their own way, and these are things that he’s committed to that we know can slow down the growth and development of data centers.  Have you had time to reflect on your primary loss? If you had to diagnose, why do you think you lost? I’m still doing a lot of reflection. But I think that I want to continue to look forward. And what I’ve learned from our election is that it’s so important to continue to stay grounded in becoming accessible to people. I think that as an organizer and an elected official, it’s my responsibility to continue to go to the people and remain very in touch with what’s going on on the ground. I have a couple more questions about the nature of the loss. Evers’s endorsement changed that race, so much so that your opponent David Crowley was able even to win in some smaller communities, like places where you were pitching yourself as the voice of more rural communities. Does that disprove any of this thesis around, say, data centers? If that was the top priority for Wisconsin voters, wouldn’t you be the nominee? I think it wasn’t all rural communities. It wasn’t all suburban communities. We saw certain demographics but also ZIP codes where we outperformed David significantly. And I think that where the governor’s endorsement played a bigger role was areas where he was also more popular.  Did it surprise you when Evers endorsed Crowley? I was disappointed. Why? I was disappointed because I was getting a lot of feedback from folks who hadn’t committed to any candidate yet that this felt like the governor was putting his thumb on the scale. I wanted to ask about electability, because it seemed as if Evers’s endorsement was about a fear that maybe you couldn’t win in November. So much of the primary concern was around the DSA label, even campaigning with folks like Hasan Piker. In retrospect, was any of that a mistake? We knew going in that we would have to encourage new voters to come out, folks who typically do not come out for primaries, quote-unquote low-propensity voters. And we knew that we would have to campaign in places where folks weren’t expecting to see a gubernatorial candidate. And those included Twitch streams. Those also included going to dive bars and bowling alleys and making sure that we were accessible and shaping our policies based on what the people were telling us they wanted to see happen and also what they wanted to see out of their governor. I think electability… I said this, and I will continue to say it — the person who is most electable is the person who ended up getting the most votes, and that was Crowley this time around. But I think there’s a disservice when you have the most powerful Democrat in the state choosing to ignore a lot of voters and people who were inspired and energized and coming out to participate in politics for the first time through our campaign. I think it was shortsighted to use electability almost as a fear tactic, when Democrats need to be inspiring and project a vision where everyone can see themselves in it as everyday working-class folks. When you’ve got a party that has struggled with elitism to then cave to an establishment narrative … being more afraid of labels when I’m hearing from people on the ground that they’re interested in solutions and solving problems, maybe somebody who knows the hustle of the service industry and running restaurants and has worked across the aisle to pass bipartisan legislation. There are ways that we can maneuver around labels and what the loudest narrative might be. I wish our governor hadn’t fed into that. To be fair, to your point, the establishment label doesn’t fully fit even someone like Crowley, who comes from a working-class background. But am I hearing that you think Evers’s move made your life in the general election more difficult? Is it harder to re-inspire if young people who are invested in the Hong campaign think that the establishment squashed them out? We still had over 300,000 votes. We lost by fewer than 4,000 votes. I had more votes than Evers did during his primary. That’s not squashing our voices. We’re still here, and it’s so important that people find avenues to continue to exercise their voice and their new organizing power. And I’m definitely going to continue to work to make sure that we get results and that we win the trifecta, and that’s the most important thing we should be focusing on right now. I hear why a trifecta matters in the state context, particularly the state policy. If I’m someone, though, who’s not in Wisconsin, who’s just worried about Donald Trump running amok in Washington, why should I care if Democrats win the governor’s mansion and the state legislature? Does that matter for folks outside of the state? Because we will start to

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