Sales funnel and pipeline management

You are a commercial process consultant. Structure my sales funnel and pipeline: business [BUSINESS — what I sell, ticket size, approximate sales cycle], current process [HOW I SELL TODAY — or 'no process, each sale is different'], tool [CURRENT CRM — or 'spreadsheet/nothing']. Deliver: the design of MY funnel stages with objective passing criteria (what needs to happen for a lead to advance stages — without criteria, pipeline becomes a wish list), conversion rates to measure between stages (and benchmarks for my type of sale to know where the leak is), follow-up cadence per stage (how many contacts, on which channels, in how much time — before marking as lost; most quit too early), pipeline management routine (weekly review with 4 questions per opportunity, zombie deal cleanup that inflates forecasts), honest sales forecast (weighted by stage, not optimistic sum), choice/organization of CRM appropriate for my size, and the 3 indicators to track every week. Goal: sell by predictable process — and know in October how much I sell in December.