MH is a one trick pony. Just look at his history -- it is all about cutting costs in order to boost stock value (which, given how he is compensated, is all a self-serving move). That strategy can run for a long time in a huge organization and MH has made a fortune for himself this way. Of course, it has been disastrous for those left in his wake and for the future of the companies he has gutted, but that isn't his concern. If you look at his statements inside Oracle for the past few years and align it with this pattern, it isn't hard to see that MH loves the idea that he could drive down costs by moving as much work as possible into call centers. His statements over the past year about Oracle Direct/Digital being the heart of the salesforce really couldn't be any clearer.
HD is out for himself and his own empire -- just look at how he was able to maneuver himself into the top spot of all US field technical resources over the past few years. Outwardly, all he is doing is agreeing with MH's goals and aligning himself accordingly. He created the OCA and ECA roles as a means to try and support the story that Oracle is a Cloud company. Now he is ramping up the Hub technical teams to take more workload away from the field. Whatever MH wants, HD will be in line to s--- up to him.
Shifting work out of the country and to less experienced (e.g. college graduates or even non-degreed) workers is how a company tries to just survive when it is facing declining revenues. Just look at IBM as the same tactics are in play. The reality is that Oracle's efforts to acquire and integrate took too long and while they were at it the underlying technology shifted from large, monolithic and centralized to focused, distributed and Cloud-ready. As a result, Oracle is in a world of hurt and needs to buy time in order to be try to be competitive again. It is why those remaining customers without EULAs or PULAs have been heavily incented to do so the past two years. It is also why deals have been financially engineered to add Cloud in the hopes that some customers will end up adopting it and transition into a new form of ongoing, regular cash flow for Oracle. It is all about trying to find a way to avoid the market seeing that Oracle's huge profit margins are seriously threatened and that its stock valuation is on very thin ice.
Personally, I think that zero field sales consultants/ECAs is unrealistic, but that a massive shift/reduction is certainly possible. Given that Oracle's culture has never really valued sales consultants and has viewed them solely as an expense instead of in light of the value they can provide, the push for reducing headcount isn't surprising. Couple that with the reality that most of what Oracle has to sell is either now viewed as legacy or doesn't compete against the top Cloud providers means that there is bound to be a reduction in the field over time.
While there are never guarantees, given how MH doesn't have anyone else's interests in mind (other than LE, maybe) and HD is simply a Yes Man, plot your own course and don't hope that Oracle will value your efforts and loyalty. If you want to try and stay at Oracle, you'll want to keep a close eye on how much revenue growth, specifically anything Oracle calls "Cloud", you are associated with. Being aligned with the largest and most strategic customers is a good thing too, but isn't a guarantee. Being with the Hub or OD should provide a lower chance of being let go. Or being in businesses that are growing (e.g. Netsuite) would be a better spot than many others. Otherwise, use your time to train yourself for your next career move as other companies are happy to grab experienced employees at a pay and benefit level that is better than Oracle.