Oracle Organizational Structure

About the company

Oracle Corporation sells database software, enterprise applications and, increasingly, the cloud infrastructure they run on. It reported USD 67.4 billion of revenue in the fiscal year ended 31 May 2026, up 17% on the year before, and employs roughly 141,000 people — about 49,000 in the United States and 92,000 elsewhere. It is a single Delaware-incorporated public company listed as ORCL, run from Austin, Texas since the headquarters moved out of California.

There is no holding structure above it and no separately governed subsidiaries in the chart. Businesses Oracle bought outright — Cerner, now Oracle Health; NetSuite; Primavera — are run as internal lines of business rather than as standalone companies, which is why a chart of Oracle is a chart of one legal entity rather than a group.

What makes the structure worth studying is the top of it. In September 2025 Oracle promoted two executives to chief executive officer on the same day, gave them the same title, put both on the board, and published no division of responsibilities between them. Below that, Oracle discloses almost nothing: its executive leadership page is a flat alphabetical list of titles, and exactly one reporting relationship beneath the chief executives has ever been stated in public.

Oracle Corporation organizational chart

Oracle Corporation's reporting structure as of 2026-08. Drag to pan, scroll to zoom — or open it in QueryChart and edit it as your own.

Two chief executives, one founder-chairman, and a single published reporting line

The chart is rooted at Larry Ellison, who is Executive Chair of the board and Chief Technology Officer. That is a governance placement, not a claim of line management: both chief executives are directors of the board he chairs, and Oracle's fiscal 2026 segment note names its chief operating decision makers in the plural, as the chief executive officers and the chief technology officer together. Resource allocation at Oracle is formally a three-person function. Neither CEO reports to Ellison operationally, and neither reports to the other.

Clay Magouyrk and Mike Sicilia sit side by side at the second level. Their prior remits are the only public guide to what each now oversees, and they are the basis for the split drawn here: Magouyrk came from Oracle Cloud Infrastructure, having joined from Amazon Web Services in 2014, so the infrastructure, database, IT and security organisations are placed under him; Sicilia came from Oracle Industries, arrived through the Primavera acquisition, and rebuilt the industry application suites, so applications, NetSuite, Oracle Health and customer success sit under him. Every one of those edges is an inference from remit rather than a stated reporting line.

Only one line below the chief executives is documented anywhere. Oracle's April 2026 announcement of Hilary Maxson as Chief Financial Officer states that she reports to Clay Magouyrk. Because that is the single confirmed corporate-function line and it runs to Magouyrk, the shared functions — legal, human resources, operations, risk, IT and security — are drawn under him too. In practice they serve both chief executives, and a single-parent tree cannot say so; this is the place where the diagram most distorts the company.

Below that, the reporting architecture is deliberately stable. Oracle reports three segments — cloud and software, hardware, and services — each a single operating segment, with cloud and software alone at 87% of revenue. Geography is a revenue disclosure only, so no region carries a profit and loss. The company changed chief executives, created a President of Global Field Operations by promoting Mark Hura, and replaced its chief financial officer within nine months, and did not move a single segment boundary while doing it.

Key leadership roles

1. Lawrence J. Ellison

   Executive Chair of the Board of Directors and Chief Technology Officer — Founded Oracle in 1977 and ran it as CEO for 37 years; holds roughly 42% of the stock and is named alongside both CEOs as a chief operating decision maker in the fiscal 2026 10-K.

2. Clay Magouyrk

   Chief Executive Officer and Director — Promoted from President, Oracle Cloud Infrastructure in September 2025; the only executive with a publicly documented direct report, the CFO.

3. Mike Sicilia

   Chief Executive Officer and Director — Promoted from President, Oracle Industries on the same day as Magouyrk, with the identical title and no published division of responsibilities between them.

4. Safra A. Catz

   Executive Vice Chair of the Board of Directors — Chief executive from 2014 to 2025; moved to an executive board seat rather than leaving when the co-CEO structure was created.

5. Jeffrey O. Henley

   Executive Vice Chair of the Board of Directors — Chief financial officer before 2004 and chairman from 2004 to 2014, and still an executive vice chair — the second former principal Oracle has kept on the board.

6. Hilary Maxson

   Chief Financial Officer — Hired from Schneider Electric in April 2026, ending six months in which the CFO duties were held on an interim basis. Oracle stated that she reports to Magouyrk — the only such statement it has made about anyone.

7. Mark Hura

   President, Global Field Operations — Promoted from EVP of North America Sales in September 2025 to run worldwide selling as one organisation. Which CEO he reports to is not published; the chart infers Magouyrk.

8. Doug Kehring

   Executive Vice President and Head of Operations — Served as principal financial officer between Catz's departure and Maxson's arrival, then returned to go-to-market operations. Reporting line inferred.

9. Mahesh Thiagarajan

   Executive Vice President, Oracle Cloud Infrastructure — Runs the organisation Magouyrk led before his promotion. Reporting line inferred from remit.

10. Juan Loaiza

    Executive Vice President, Oracle Database Technologies — Owns the database engineering line that predates every cloud business on this chart. Reporting line inferred from remit.

11. Seema Verma

    Executive Vice President and General Manager, Oracle Health and Life Sciences — Runs the business built on the Cerner acquisition, which Oracle absorbed rather than governing separately. Reporting line inferred from remit.

12. Evan Goldberg

    Executive Vice President, Oracle NetSuite — Founded NetSuite and still runs it as an Oracle line of business. Reporting line inferred from remit.

13. T.K. Anand

    Executive Vice President, Healthcare and AI Data Platform — His remit straddles both CEOs — healthcare on one side, the AI data platform on the other — making this the least reliable placement in the chart.

How this structure supports the business

Splitting the chief executive role along the seam between infrastructure and applications matches how Oracle's economics have diverged. One half is a capital-intensive datacenter buildout with an engineering culture imported from a cloud provider; the other is an application portfolio assembled from acquisitions and being rewritten around AI. Each now has an owner who came up inside it and does not have to win the other's attention to get a decision.

The founder-chairman is what holds the arrangement together. A co-CEO structure normally fails at the first genuine deadlock, because peers have no tiebreaker; Oracle has one, in a chairman who owns roughly 42% of the company, holds an operating title rather than an honorary one, and is already named as a chief operating decision maker. The escalation path is unusual but it exists, which is more than most co-CEO experiments could say.

Underneath, the reporting architecture is conventional and functional on purpose. Three segments, no regional profit and loss, and one field organisation selling the whole portfolio mean the top of the company can be redrawn without any of the plumbing changing. Oracle replaced its chief executive, created a global field presidency and hired a new chief financial officer inside nine months, and the way it reports the business did not move.

Advantages and disadvantages

Two chief executives let Oracle run a datacenter buildout and an AI application rewrite at full speed at once, each under a leader who grew up in that business.

Co-CEOs have no tiebreaker. With no published division of responsibilities, anything touching both halves — pricing, capacity, shared engineering, which corporate function serves whom — resolves by negotiation between peers or escalation to the chairman, and outsiders cannot tell which.

A founder who chairs the board, holds the CTO title and owns roughly 42% of the stock can commit enormous capital to a multi-year infrastructure bet without defending it quarter by quarter.

It also makes the formal chart partly decorative and concentrates key-person risk in one 81-year-old node through which both chief executives connect to the board, with no published succession arrangement for that seat.

Holding segments at the level of the three businesses keeps external reporting stable while the organisation above it is redrawn — Oracle changed CEOs, CFO and field leadership without touching a segment boundary.

It also leaves almost no visibility into performance. Cloud and software is 87% of revenue in one segment, so the disclosure cannot separate the AI datacenter economics from the legacy database and applications economics — precisely the split the co-CEO structure exists to manage.

One President of Global Field Operations gives customers a single commercial relationship across infrastructure, database, industry applications and health rather than one per product organisation.

That single field organisation now serves two chief executives whose products compete for the same sales capacity and the same customer budget, and it sits underneath only one of them.

Interesting facts

• Oracle's fiscal 2026 segment note names its chief operating decision makers in the plural — the chief executive officers and the chief technology officer — so reviewing segment performance and allocating resources is formally a three-person job rather than a CEO's.
• Five people at Oracle hold a chair or chief-executive rank at the same time: one executive chair, two chief executive officers and two executive vice chairs. Both vice chairs are former principals, a chief executive and a chairman, whom Oracle kept on the board rather than retiring.
• Research and development is Oracle's largest line of business by headcount at roughly 43,000 of 141,000 employees, ahead of services at 34,000 and sales and marketing at 25,000. Hardware employs about 2,000 people and is still one of the three reportable segments.
• Geography is disclosure, not structure. The Americas produced 66% of fiscal 2026 revenue, EMEA 23% and Asia Pacific 11%, but the reportable segments are the three businesses, so no region owns a profit and loss anywhere in the company.
• The chief financial officer seat ran on an interim basis for six months: Doug Kehring, the head of operations, was made principal financial officer in September 2025 and handed the role to Hilary Maxson in April 2026 before returning to go-to-market operations.
• Remaining performance obligations stood at USD 638 billion at 31 May 2026, roughly 9.5 times the revenue Oracle actually recognised that year, with only about 12% expected to convert within twelve months. The organisation is being staffed against a backlog an order of magnitude larger than its run rate.

Frequently asked questions

Who is the CEO of Oracle?

Oracle has two. Clay Magouyrk and Mike Sicilia were both promoted to Chief Executive Officer on 22 September 2025, both carry that exact title in the fiscal 2026 10-K, and both serve as directors. Neither reports to the other, and Oracle has published no division of responsibilities between them. The fact strip on this page names Magouyrk because a single-parent chart needs one value there, not because he is senior to Sicilia.

Why is Larry Ellison at the top of this org chart if he is not the CEO?

Because he is the only single point above two peers. Ellison is Executive Chair of the board on which both chief executives sit, holds the Chief Technology Officer title, and is named alongside them as a chief operating decision maker in Oracle's segment disclosure. Rooting the tree there is a governance statement; it does not mean either CEO reports to him in a line-management sense.

How much of Oracle's reporting structure is actually public?

Very little. Oracle publishes no org chart, and its executive leadership page is a flat alphabetical list of about twenty-four executives with titles only. Exactly one reporting relationship below the chief executives has been stated publicly: the April 2026 announcement that CFO Hilary Maxson reports to Clay Magouyrk. Every other second-level edge on this chart is inferred from the executive's remit and is labelled as such.

What type of organizational structure does Oracle use?

A functional structure with an unusual top. Engineering, applications, field sales, finance, legal, human resources, IT, security and risk are each owned end to end by one executive rather than duplicated inside product divisions. Oracle reports three segments — cloud and software, hardware, and services — but no executive below the chief executives owns a segment profit and loss, and geography is a revenue disclosure rather than an operating unit.

Who is missing from this Oracle org chart?

Seven executives Oracle names publicly are left out rather than guessed at: the regional and specialist field leaders for Japan and Asia Pacific, Latin America, EMEA Applications, Global Support Renewals and Government Defense and Intelligence, the EVP of Global Business Finance, and the Chief Accounting Officer. Placing any of them would require inventing a fourth-level edge Oracle has never published.

Use this org chart template

Open Oracle's structure as an editable org chart — a useful starting point if you are modelling co-leadership, a founder-chairman above an executive team, or a company where corporate functions serve more than one boss.

Open this org chart as your own