1. JOHN LANDRY’S
PORTFOLIO
Public Relations Works of Writing
John Landry
Public Relations Professional
jmlandry.email@me.com
Abstract
This document is a compilation of Public Relations Writing Samples created by John Landry

2. John Landry 2
Purpose Statement
My name is John Landry and I’m a Public Relations Professional with both industry
experience and an advanced degree from Georgetown University in Public Relations &
Corporate Communications. I have worked with every type of media ranging from local &
national television to documentary film series and international print publications. I have also
performed public relations internationally in Afghanistan and Iraq with very limited means in the
harshest conditions imaginable. I am an effective communicator with the tools and knowledge
this profession demands.
This portfolio is a sample of my written works only. It serves to illustrate my capability
to communicate effectively on various topics and storylines in many different forms. This
includes examples of my writing style for opinion pieces to aid your leadership in their efforts to
communicate with their key publics. The goal between them provides you with a picture of what
I can bring into your organization.
Please don’t hesitate to contact me at the information below with any questions.
John Landry
(915) 276-5501
jmlandry.email@me.com

3. John Landry 3
Table of Contents
Press Release 1 4
Press Release 2 5
Fact Sheet 6
Backgrounder 7
Questions & Answers 8
Talking Points 9
Op-Ed 10
Letter to Editor 12
Speech 13

4. John Landry 4
Press Release 1
FOR IMMEDIATE RELEASE CONTACT: John Landry
September 30, 2015 (915)-276-5501
jel103@georgetown.edu
Cooper University Hospital Announces
New Medical Record Exchange System
System called Camden Health Information Exchange; shares patient information across Camden
hospitals; provides more timely and informed care;
CAMDEN – Cooper University Hospital announces the creation of a new medical record
exchange system that will link patient information on Sept. 30.
The new system is called the Camden Health Information Exchange and it will share patient
information across all of Camden’s primary-care providers to provide more timely and informed
care.
“This new system is the future of health care in Camden,” said Dr. Adrienne Kirby, President
and CEO of Cooper University Health Care.
The information exchange program will grant doctors access to such records as hospital
discharge summaries, lab results, medications and X-rays to provide the best possible care.
Joining Cooper University Hospital in this endeavor to increase the quality of medical care in
Camden are Our Lady of Lourdes Medical Center and Virtua Health.
Despite being the first of its kind in New Jersey, other similar health systems are already
working in states like Delaware.
* * *
TK

5. John Landry 5
Press Release 2
FOR IMMEDIATE RELEASE CONTACT: John & Brandie
September 29, 2015 (915)-276-5501
jel103@georgetown.edu
Saturday Night Live Announces New Cast Member
Jon Rudnitsky lone addition; joins for 41st season; discovered on YouTube
NEW YORK CITY – Saturday Night Live (SNL) announces a new addition to their cast on Sept.
29 for the upcoming season.
Jon Rudnitsky is the lone addition to this season’s 41st cast after being discovered doing
parodies of shows like True Detective and House of Cards on YouTube.
“Jon is the final piece for our 41st season,” said Lorne Michaels, SNL’s executive producer. “I
believe this season will be regarded as one of our finest,” Michaels added.
A University of Sothern California alum, Rudnitsky has received acclaim after several of his
YouTube videos went viral.
Upon hearing the news Rudnitsky took to twitter to share his joy and appreciation by calling it
“an honor.”
Rudnitsky will make his SNL debut on Oct. 3 with Miley Cyrus set to host.
* * *
TK

6. John Landry 6
Fact Sheet
Center for International Private Enterprise (CIPE) Fact Sheet
Mission and Purpose
 Promote political and economic freedom, as the two are intertwined, to strengthen
democracy around the world through the encouragement of private enterprise or non-
state run businesses and market-oriented reform defined as an economy controlled by
public demand rather than the government.
Goals
Enterprise Ecosystems: Building the infrastructure
of an open market and reducing barriers to
entrepreneurial culture.
Democratic Governance: Promoting open, informed
public decision-making and principled corporate
governance to give citizens a say.
Business Advocacy: Empower businesses to actively
participate in the democratic process through
partnerships with local business associations or
chambers of commerce to discuss economic policy.
Anti-Corruption and Ethics: Improving integrity
standards, advocating polices that limit
opportunities for corruption and designing
institutional reforms to level the playing field.
History
 Founded in 1983 as one of four core institutes of the National Endowment for
Democracy, an affiliate of the U.S. Chamber of Commerce, served globally for 30+ years.
Capabilities
Democratic Governance: Create and strengthen
institutions of accountability, increase public
participation in government, reform government
agencies and strengthen judicial systems
Access to Information: Work to achieve greater
transparency in government, encourage the voice
of reformers, public understanding of democracy,
and public demand driven economies.
Combating Corruption: Reform ambiguous legal
systems, implement ethical standards for
government agencies, link culture and laws.
Business Association Development: Support
freedom of association of organizations that
support public demand driven economies.
Corporate Governance: Work to build systems
that support business ethics.
Legal and Regulatory Reform: Identify laws and
regulations that hinder business activity and offer
recommendations.
Women: Remove institutional or cultural barriers
to increase women’s participation in society.
Youth: Support associations seeking to help young
leaders network and increase entrepreneurship
skills.
Informal Sector and Property Rights: Bridging the
gap between registered businesses and black
market businesses.
Corporate Citizenship (CSR): Supporting
communities that businesses operate in, to
include their rule of law and property rights.

7. John Landry 7
Backgrounder
Center for International Private Enterprise (CIPE) Backgrounder
History
Founded in 1983 as one of four core institutes of the National Endowment for Democracy, it is a
non-profit affiliate of the U.S. Chamber of Commerce. To date it has served globally for over 30
years with current notable campaigns ranging from Ethiopia to Papua New Guinea, Moldova to
Peru, and Yemen to South Asia.
Mission
To promote political and economic freedom, as the two are intertwined, by strengthening
democracy around the world through the encouragement of private enterprise or non-state run
businesses and market-oriented reform defined as an economy controlled by public demand
rather than the government.
Leadership
Headquartered in Washington DC, the CIPE is led by President Thomas J. Donohue and Vice
President Myron A. Brilliant. They are followed by an Executive Director, John D. Sullivan, and
two Deputy Directors. Their board is led by the Chair, the Honorable Greg Lebedev, and is
seconded by the Vice Chair, Karen Kerrigan.
Structure
Although headquartered in Washington DC, the CIPE has several offices around the world,
including Cairo in Egypt, Kyiv in Ukraine, Karachi in Pakistan, Lagos in Nigeria and Kabul in
Afghanistan. CIPE primarily divides its staff by the geographic regions of Africa, Asia, Eurasia,
Latin America and the Caribbean, Middle East and North Africa and South Asia. Each region has
a Regional Director and supporting staff. CIPE operates with public funds and all projects are a
matter of public record.
Current Programs by Region
Africa: Improving the environment for Ethiopian businesses
Asia: Creating a private-sector voice for women in Papua New Guinea
Europe &Eurasia: Strengthening a network for reform in Moldova
Latin America & the Caribbean: Instilling the entrepreneurial spirit in Peru
Middle East & North Africa: Improving the environment for small business in Egypt
South Asia: Building Links among South Asian women’s business associations
Global: Strengthening the CIPE partner network

8. John Landry 8
Questions & Answers
Center for International Private Enterprise (CIPE) Q&A
What is CIPE?
It is one of four core institutes of the National Endowment for Democracy, it is a non-profit
affiliate of the U.S. Chamber of Commerce.
How old is the Center for International Private Enterprise or CIPE?
Founded in 1983 as a part of the National Endowment for Democracy, it is 32 years old.
What does the CIPE do?
It promotes political and economic freedom, as the two are intertwined, to strengthen
democracy around the world through the encouragement of private enterprise or non-state run
businesses and market-oriented reform defined as an economy controlled by public demand
rather than the government.
How does the CIPE accomplish its goals?
Through the building of Enterprise Ecosystems, Democratic Governance and support for
Business Advocacy, Anti-Corruption and Ethics.
Who does the CIPE provide services to?
Their services have been provided globally and currently they have focused campaigns in
Ethiopia, Papua New Guinea, Moldova, Peru, and Egypt.
Who is the leader of the CIPE?
CIPE is led by President Thomas J. Donohue and Vice President Myron A. Brilliant.
How is CIPE organized?
CIPE primarily divides its staff by the geographic regions of Africa, Asia, Eurasia, Latin America
and the Caribbean, Middle East and North Africa and South Asia. Each region has a Regional
Director and supporting staff.
Who does the CIPE offer grants to?
Grants are usually given through an application process, which details many requirements from
those applying.
How often does the CIPE evaluate their progress towards its goals?
The CIPE releases an annual evaluation report detailing its impact towards its goals and applies
its lessons learned across regions.

9. John Landry 9
Talking Points
Center for International Private Enterprise (CIPE) Talking Points
Overview
 History
o Formed 1983
o 32 years in existence
o Headquartered in Washington D.C.
 Goals
o Build Economic Ecosystems
o Build Democratic Governance
o Provide Business Advocacy
o Promote Anti-Corruption and Ethics
 Capabilities/Expertise
o Access to Information
o Business Association Development
o Combating Corruption
o Corporate Citizenship (CSR)
o Corporate Governance
o Democratic Governance
o Entrepreneurship
o Informal Sector & Property Rights
o Legal & Regulatory Reform
o Women
o Youth
 Structure
o Six Geographically Aligned Regions
o Five Geographic Offices and Headquarters in Washington DC
 Leadership
o President Thomas J. Donohue
o Vice President Myron A. Brilliant
Current CIPE Projects
 Africa: Improving Ethiopian businesses environments
 Asia: Creating private-sector voice for women in Papua New Guinea
 Europe &Eurasia: Strengthening a network for reform in Moldova
 Latin America & the Caribbean: Instilling the entrepreneurial spirit in Peru
 Middle East & North Africa: Improving small business environment in Egypt
 South Asia: Linking South Asian women’s business associations
 Global: Strengthening CIPE partner network

10. John Landry 10
Op-Ed
Klinnsman Must Accept Responsibility
Criticism has continued mounting for U.S. Men’s National Soccer Team Head Coach and
Technical Director Jürgen Klinnsman after this summer’s disappointing CONCACAF Gold Cup
and the recent loss to rival Mexico on October 10 in the CONCACAF Cup. If Klinnsman and the
U.S. Soccer Federation continue down this status quo they may find themselves on a path of
regression that culminates with failing to qualify for the 2018 World Cup. Fortunately, all he
needs to do is stop playing players out of position, stop consistently fielding brand new lineups
with minimal familiarity, inspire not admonish his players and shoulder some blame for the
team’s failures of his tactics before it’s too late.
Playing players out of the position they play every week with their club teams and
consistently fielding a different lineup will result in failure more often than not. During the
Brazil “tune-up” match prior to the CONCACAF Cup he played two central defenders, Tim
Ream and Geoff Cameron, out wide as fullbacks and then put central attacking midfielder
Alejandro Bedoya as a defensive midfielder. Additionally, he started Ventura Alvarado in the
center of defense despite his inability to see any playing time with his professional team Club
America. This lineup was completely different from what he would eventually put out versus
Mexico and demonstrated his preference for experimentation over familiarity and team
chemistry. The result was a 4-1 loss. Bedoya later stated he had never played that position as a
professional in his career. In the CONCACAF Cup game against Mexico he played Fabian
Johnson as a right fullback despite playing as a right midfielder for his club team Borussia
Monchengladbach. He played defensive midfielder Jermaine Jones as a right sided midfielder as
well, while fielding a defensive back-four who have never played together in those positions.
The result was a 3-2 loss to Mexico.
Words of inspiration, not admonishment are needed towards USMNT players who are
called up by Klinnsman. Klinnsman’s consistent disapproval of Landon Donovan prior to World
Cup 2014 led to Donovan’s exit from the national team and the loss of an experienced leader in
the locker room. Donovan later said he was too old and worn out to practice at the physicality
levels Klinnsman demanded in the practices and opted to pace himself so he’d be fresh for the
tournament. The U.S. only won a single World Cup game as they failed to progress out of the
group of 16. After the World Cup, defender Matt Besler questioned Klinnsman’s philosophy on
fitness during January’s camp and spent nearly half of 2015 in exile despite starting throughout
the World Cup. After the recent loss to Brazil, Klinnsman publicly criticized Bedoya’s
performance despite playing him in a new position. This is even more puzzling when he had
Danny Williams on the bench who plays that exact position for his club Reading each week.
After the loss to Mexico in the CONCACAF Cup Klinnsman publicly criticized Fabian Johnson
who asked for a substitution during the final minutes of extra time over fear of an impending
injury. Klinnsman questioned his commitment to the national team and then subsequently sent
him home prior to a friendly with Costa Rica scheduled three days later. The U.S. then lost to
Costa Rica 1-0, their fifth loss in six games, which raised questions on the state of the locker
room.
Klinnsman is not a tactician and must accept responsibility for his mistakes, learn from
them and not repeat them. Despite promising a more possession style when he took the job in
2011, the USMNT’s ability to hold the ball in his tenure has dropped by 5.58%, as it went from

11. John Landry 11
49.06% in 2010 to 43.48% in 2014. Passes in the final third of their opponent’s goal has also
dropped significantly, from 122.77 to 98.54 during the same period. Consequently, the team has
allowed opposing teams more than a 100 passers per game than they did before Klinnsman’s
arrival. During the Gold Cup he was the first U.S. manager to ever lose to a Caribbean team on
American soil. It was the team’s worst Gold Cup in 15 years. During the CONCACAF Cup
Mexico enjoyed possession 64 percent of the time, winning 3-2.
As Jürgen Klinnsman closes out 2015, with World Cup qualifiers beginning November
13, his refusal to admit fault and change has regressed American soccer and crowned Mexico as
both the CONCACAF Gold Cup Champion and the CONCACAF Cup Champion. He must
admit his failures and accept them to the point where he corrects them. Join me in spreading
#klinnsmansfaults and together we can help the team before it’s too late.

12. John Landry 12
Letter to Editor
Soldier Health Data Clarification
Submission Letter to the Editor: Army Times
In your December 13 article (Army report shows soldiers lack sleep, struggle to eat right) you
assert soldiers are not making the right choices in maintaining a healthy work lifestyle. Although
I will never take responsibility away from individuals, they are not entirely to blame for these
health issues as the life of a soldier is built around training your body and mind to overcome the
worst conditions possible, yes I mean war. As an Army Major on active duty I’ve served for over
10 years, including in both the Iraq and Afghanistan Wars. Being a soldier is not a job where we
check-in at 9am and out at 5pm, it’s a lifestyle that demands our very best every hour of every
day. Sometimes that means preparing ourselves for the worst case scenarios.
It’s up to each unit’s leadership to determine what that means and some leaders are better than
others. Unfortunately, some leaders don’t understand our soldiers are not all equal in ability and
that can have severe health repercussions. It’s hard for soldiers to speak up in these moments of
weakness because we are an organization that does not tolerate weakness of any kind very well.
However, it is a delicate balance because many new soldiers are young enough to not fully
understand how to take care of themselves yet. Good leaders walk this tightrope understanding
there is not an easy one size fits all solution, but with the burden of responsibility to do enough to
make sure their soldiers survive combat. This is even more daunting when considering the
veteran leadership preparing them is coping with a lifestyle built entirely around the stresses of
war over the past 14 years, with no signs of slowing down. This all paints a picture with way
more color than this article.

13. John Landry 13
Speechwriting
Afghanistan is Long-term
Fort Belvoir Officer’s Club
5500 Shulz Cir, Fort Belvoir, VA
Speaker Lieut. Gen. Joseph Anderson Deputy Chief of Staff Army G3/5/7
Date November 24, 2015
Speech Start
Time
10am
Location Fort Belvoir Officer’s Club “Yorktown Room” (main hall)
Technology Podium Microphone, No wireless
Speaker
Position
Behind Podium (no stairs) on the right side of the room from the entrance
with a window of the Potomac River behind it, no stage or platform to walk
on
Introducer Retired Air Force Col. Jim Smith, VFW Post 7916
Commander
Form of
Delivery
Text hard copy
Audience of
Speech
Northern Virginia Regional Leaders of both the Veterans of Foreign Wars
Posts and American Legion Posts (12 total posts represented with
approximately 50 in attendance)
Duration of
Speech
Approximately 11 minutes
Topic & Three
Subtopics
1. The U.S. commitment to Afghanistan is long-term and that means
maintained troop levels
o ANSF have the manpower, but still require confidence
building
o Prolonged U.S. military presence will increase ANSF military
capabilities and continue Afghanistan’s economic growth
o The enemies of Afghanistan pose a growing threat
Purpose of
Speech
Mobilize Virginia’s veterans to engage their Congressman, Senator and
fellow American veterans to not abandon Afghanistan
People to
Acknowledge
VFW Post 7916 Commander Col (Ret.) Jim Smith, American Legion Post
177 Post Commander Jeffery Wright (Event Cohost)
Personal
Connection
Served in the D.C./NOVA area many times in your career and have many
family members still serving their communities through their VFW and
American Legion Posts allowing you to understand what they do and are
capable of doing.

14. John Landry 14
Afghanistan is Long-term
Fort Belvoir Officer’s Club
5500 Shulz Cir, Fort Belvoir, VA
Intro
Thank you Jim for that warm introduction. I’d like to first thank him and Jeff Wright for hosting
this event today. Additionally, I’d like to thank all of you in attendance today for asking me to
come and speak after such recent shifts in foreign policy. Your continued service and
commitment to your communities shows the American people outside of the military what it
truly means to serve. I was proud to see many of your faces at the Veteran’s Day ceremony at
Arlington a couple weeks ago and I’m looking forward to American Legion Post 177’s Taco
Wednesday dinner this week near my home in Fairfax. Last month President Obama announced
a slowdown of troop withdrawals from Afghanistan, leaving 9,800 throughout most of 2016 in
favor of the planned 5,500, at a time when the military is facing a dramatic drawdown while
simultaneously being pulled back to Iraq and now to Cameroon to combat new terrorist threats.
The U.S. must understand our commitment to Afghanistan is long-term. First I’m going to talk
about how the Afghan National Security Forces or ANSF still require confidence building.
Second, I’d like to discuss how they need to continue increasing their military capabilities.
Lastly, I want you and the American people to understand their enemies still pose a serious threat
and our maintained presence is required if we are to reach the same levels of postwar prosperity
that our veterans built for Germany, Japan and South Korea.
Build ANSF Confidence
The Afghan National Security Forces have the manpower, but still require confidence, which can
only be achieved through continuous victories over the long-term. NATO’s published number of
trained Afghan National Security Forces is 350,000, which is more than the amount of troops
NATO has ever had at one time in Afghanistan, but trained does not imply autonomous by
means of capabilities or financial independence. They’re still developing the intangible things,
like standard operating procedures for something as basic as logistic support for fueling and
hauling ammunition between their bases. Through each mission and task accomplished they
grow and gain confidence that is then applied toward their next operation. Currently, NATO’s
airstrikes are still assisting them on a case by case basis for their operations since they’re still
growing their own air force, which unfortunately is an only an air force in name, with less than a
50 Russian-made aircraft. To make matters worse, those aircraft aren’t flown much after
replacement parts became scarce thanks to our sanctions on Russia following their invasion of
Ukraine last year. From my experience as the Ground Forces Land Component Commander in
Afghanistan throughout 2014, ANSF’s anxiety levels rise amid talks of further U.S. forces
withdrawals. This anxiety doesn’t disappear overnight and much like a parent-child relationship,
it requires a long-term confidence building approach. U.S. and NATO forces built the ANSF at
the request of our elected leaders and they now shoulder the responsibility of a parent seeing
their child through their infancy.

15. John Landry 15
Presence Increases Capabilities
A prolonged U.S. military presence will undoubtedly increase Afghanistan’s military and
economic capabilities. From my experience, each operation planned by ANSF that was coached
by our forces was greeted with initial skepticism due to a lack of foreseen abilities. These
operations were planned during countless ‘advise and assist’ sessions with NATO advisors,
mainly U.S. forces. Some operations took months to plan depending on their size and scope. As a
former advisor myself, I can vouch for the ANSF’s level of professionalism and retention of
knowledge gained. I was able to travel to the furthest outposts and logged more flight hours than
my wife would’ve preferred and can tell each of you, they’re in it to win it. And with repetition
and continued coaching, which this troop presence allows, we have a proven recipe for the long-
term success of this country. The expression “practice makes perfect” wasn’t created from
nothing. It takes a level of commitment not seen in a generation. Take South Korea for example.
In my career I have trained alongside South Korean soldiers, whom many of you helped train in
your careers. In their short 60+ years of existence after their armistice with North Korea, they
have kept the peace despite great odds and our commitment to that peace continues to this day.
This has made South Korea one of the top ten military forces in the world, in addition to a strong
ally of the U.S. that has further assisted us in many other conflicts around the globe. This level of
success can also be seen in our post World War II reconstruction plans that focused on
infrastructure in Germany and Japan, who are now both in the G8, a group boasting the largest
industrial countries in the world. Germany now has a tactically and technically trained military
and they each have thriving economies with successful governments to guide them.
Taliban Still A Threat
The Taliban still pose a threat to the stability our veterans earned in Afghanistan and are still
actively making their presence known. The Taliban took over the city of Kunduz in northern
Afghanistan just last month, but couldn’t maintain their presence logistically. Despite their
inability to hold a territory gained, they sent a message of their capabilities across Afghanistan
and the rest of the world. The Taliban’s current tactics are to perform a “show of force,” with
means to demonstrate their fighting capabilities and resolve. Afghanistan’s capital, Kabul,
remains under threat daily, with nearby suburbs like De Sabz being historically friendly to the
Taliban. Such areas could be used as launching points for attacks on the capital. In fact, similar
Taliban tactics have already been used south of Kabul in the city of Ghazni last month, which
caused many of the citizens to evacuate after more than a decade of relative security. However,
this attack was successfully repelled by the ANSF our veterans trained. It is these types of
victories that must happen again and again if we want the sacrifices we’ve made as a military to
matter in the long-term. And this can only happen with sustained levels of commitment.
Closing
Ultimately, the troop extension will allow U.S. forces to secure a legacy to the likes of what the
veterans before them did in Germany, Japan and Korea, each of which are now in the G20. The
U.S. must understand our commitment to Afghanistan is long-term and will continue to require
more troops than what is politically acceptable to maintain the progress our veterans sacrificed to
gain. Unfortunately, historical military failures in Afghanistan are well documented, which

16. John Landry 16
makes building ANSF confidence and capabilities that much more important. With security
comes peace and with peace comes prosperity. So please, I urge you each of you to energize
your organizations to contact your elected representatives in Washington to show your support
for sustained military levels in Afghanistan to ensure its continued prosperity. Together we can
secure the legacy our veterans of Afghanistan deserve.